OUR APPROACH TO SUSTAINABILITY
利益相关方参与和重要性
Sustainability is key to our company’s success and performance. Our approach to sustainability evolves as we adapt to new challenges and opportunities to make progress in advancing our sustainability strategy. Our first report was published in 2009, and since then, we have remained committed to embracing change and maturing our approach to sustainability. In 2024, the reorganization of our core business structure from a geographical approach to material solutions approach enhanced and streamlined our sustainability programs. We strive to improve the management of our material sustainability topics and actively engage internal and external stakeholders in our sustainability efforts. Our 2024 GRI-aligned report showcases our accomplishments and progress on our long-term sustainability goals.
价值链
Greif 的价值链由原材料供应商、运输和分销合作伙伴、客户、生命周期服务以及影响我们活动的外部利益相关者组成。
重要性评估流程
In 2024, we conducted our first double materiality assessment in collaboration with a third party, following a five-step process: identifying stakeholders, researching materiality topics, engaging internal stakeholders, identifying and scoring Impacts, Risks, and Opportunities (IROs), and validating scores. The double materiality approach, informed by the methodology prescribed by the ESRS, offered a comprehensive evaluation of Greif’s sustainability-related impacts, risks, and opportunities. Sustainability matters are considered material if they cross defined thresholds from either an impact perspective, a financial perspective, or both.
[1] Desktop research was conducted to identify material topics of peers and external stakeholders, and requirements of ESG rating agencies and federal authorities.
During the first stage, we identified and prioritized internal and external stakeholders to include in our double materiality assessment. The desktop review then considered the sustainability priorities of customers, suppliers, peers, investors, trade associations, and regulators. We built on the results of our prior materiality assessment, in which we identified 17 material sustainability topics through a detailed review of Greif documents and conversations with senior leaders. In alignment with the ESRS methodology, we identified and scored sustainability-related impacts, risks, and opportunities. The results were finalized through stakeholder review.
The assessment identified 25 subtopics, as defined by ESRS, that were material from both an impact and financial perspective. From only the financial perspective, two subtopics were material, while from the impact perspective, two additional material subtopics were identified. Six subtopics were identified as immaterial. The results of this double materiality assessment inform our ongoing preparation activities for entering the scope of CSRD.
实质性主题
Through our double materiality assessment, we validated key topics that shape our sustainability strategies, targets, and reporting. These topics are highlighted throughout our report. This report speaks to the priorities of various stakeholder groups; details our goals, management approach, and performance across sustainability topics and IROs; and demonstrates our ongoing commitment to realizing strategic opportunities for our company, while also creating a positive impact.
The sustainability matters included in our 2024 Sustainability Report continue to be informed by our prior materiality assessment and existing reporting processes, across our 17 material sustainability topics. After completing the double materiality assessment, we conducted a detailed mapping of the sustainability matters covered by the ESRS and our existing sustainability topic structure. We anticipate future Sustainability Reports will further align with the format and sustainability matters included in the ESRS.
| 实质性主题 | 边界 | 参与的利益相关者、利益相关者参与的类型和提出的关注点 | ||||
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| Greif 董事会 董事及领导 |
顾客 | 投资者 | 社会/社区 | 环境 | ||
| 参与类型 | 日常互动、影响地图访谈、重要性评估调查、可持续性季度更新 | 日常互动、每两年一次的满意度调查、重要性评估访谈 | 日常互动、投资者日活动、重要性评估访谈 | 社区参与（面对面会议、访谈、调查）、社区服务活动 | Greif LCA, interviews with sustainability experts | |
| 提供卓越的客户体验 | ||||||
产品质量 通过卓越的设计和跨设施制造，生产出保持高性能和高价值的产品，提高客户满意度并避免一次性使用。 |
所有内部操作；使用过程中 |  |
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卓越的客户服务 制定有效的政策、系统、最佳实践和激励措施，以推动最高水平的客户服务；定期考虑客户反馈并建立系统来满足他们的需求；超越竞争对手。 |
所有内部运营；所有客户 | |
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| 减少我们的碳足迹 | ||||||
环境管理系统 利用全面的环境管理系统，配备专门的环境管理资源（即人员、预算等）、环境政策、认证（例如 ISO 14001）和合规性。 |
所有内部操作 | |
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气候战略
制定气候战略来应对风险、机遇和影响，如能源和排放法规的变化（碳税、效率法规等）、运营成本的增加、可再生能源、自然灾害防备和社会影响；管理和减少能源使用和温室气体排放。
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所有内部操作 | |
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水 减少用水量，特别是在用水量大的设施和缺水地区的用水量；将废水恢复到安全状态。 |
所有内部操作 | |
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浪费
管理和减少格瑞夫运营中的废弃物（危险和非危险），减少填埋废弃物，回收废弃物和副产品以实现有益的再利用。
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所有内部操作 | |
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| 应对风险 | ||||||
道德与合规 维护促进道德行为并避免反竞争行为（贿赂、腐败等）的治理结构、实践和培训。 |
所有内部操作；所有供应商 | |
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风险管理 定期进行风险评估，包括环境、社会和治理因素：确定高风险供应商（仅一家供应商）、高风险/政治不稳定地区（例如休斯顿的天气影响）和潜在的劳动力相关的停工；制定计划确保不间断的供应、运营和向客户交付（例如合格的备用供应商）。 |
所有内部操作；所有供应商 | |
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| 重视我们的员工 | ||||||
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Colleague Engagement & Inclusion
确保公平的招聘流程和非歧视性的工作环境；培育反映 Greif 运营所在社区的包容性和多元化文化；努力实现所有员工的公平薪酬和待遇，不论其种族、民族、肤色、国籍、性别、性别认同、性取向、年龄、语言、宗教、信仰、社会地位、残疾或任何其他受法律保护的阶层。
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所有内部操作 | |
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Talent Attraction & Development 吸引和留住合格且有才华的员工、经理和高管。通过教育、培训、指导、绩效评估、辅导等方式培养成长和发展的文化。 |
所有内部操作 | |
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健康与安全
通过管理系统、目标、政策、计划、培训、认证、审计和合规来促进和实践最高标准的工作场所健康、安全和福利。
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所有内部运营；社区 | |
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人权与公平劳动实践 确保遵守人权和公平劳工实践领域内的法律、标准和内部政策，例如童工、强迫劳动、公平报酬、人口贩运、工作条件、结社自由、集体谈判、歧视和无冲突矿物。 |
所有内部操作；所有供应商 | |
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| 推进循环经济 | ||||||
创新 根据环境和社会影响，认真考虑原材料投入以及替代材料和再生材料（例如，消费后树脂、水性涂料和衬里、再生木托盘）；减少格瑞夫产品中使用的材料量；考虑客户的特定需求和格瑞夫的专业知识，并利用这些来推动创新、定制的解决方案，从而推动业务增长。 |
所有内部运营；供应商；客户 | |
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循环经济
通过采取行动对报废产品进行修复、再利用和回收，推动包装行业循环经济发展，包括避免混合塑料和开发可回收的设计（例如完全可回收的纤维桶）；教育和激励客户退回/回收 Greif 的包装材料；制定政策、流程、目标和工具来支持这些努力。
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修复操作；修复合作伙伴；客户 | |
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全球供应链管理 |
所有内部运营；所有供应商；货运合作伙伴 | |
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| 财务表现与盈利增长 | ||||||
财务表现与盈利增长 通过实施综合的经济实践来维持可持续的商业模式，使 Greif 能够为其利益相关者（例如员工、供应商和股东）提供经济价值并投资于长期增长。 |
所有内部操作 | |
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战略整合
Purpose, Vision, and Build to Last Strategy
Our purpose is to create packaging solutions for life’s essentials. Our Build to Last Strategy provides the roadmap for bringing our purpose to life, keeping in mind the long-term future of our business and the concerns of our various stakeholders. We constructed our Build to Last Strategy on four strategic missions, each containing critical sustainability priorities.
“持久发展战略”的目标之一是将可持续性融入我们的业务战略。2019 年，我们对 Greif 的高层领导进行了调查，以更好地了解 Greif 如何使用和转化金融、制造、知识、人力、社会和自然资本来为我们的公司创造价值。2020 年，我们进行了差距分析，将我们当前的气候管理实践与气候相关财务披露工作组 (TCFD) 的建议进行了比较。这使我们能够确定气候战略方面需要改进的领域，包括采取行动改善治理、进行情景分析和制定符合 SBTi 的排放目标。有关我们的情景分析和基于科学的目标的更多信息，请参阅 气候战略 部分。
Greif’s core business unit changes in 2024 have supported the strategic integration of sustainability throughout our business. Our organizational shift from a geographical approach to a material solutions approach provides clarity around Greif’s shifting product mix and the likely material solutions that will encompass our organizational structure: polymers, metals, fiber, and integrated products. With the clarity gained from our double materiality assessment and core business unit changes, we are poised to integrate and expand sustainability solutions in our operations that can have significant positive impacts. As we continue to advance our sustainability strategy and bring about long-term positive impacts across our workforce, 产品 portfolio, and operations we are evaluating our long-term sustainability and business goals. We will evaluate and refine our strategies in the context of improved data, our transformed business model, regulatory changes, and emerging best practices. 西埃 保持 committed to our people-first and customer-driven approach, developing low-carbon products and services for circular solutions, 和 optimizing our supply chain and operations.
Our Strategy Missions |
我们的持久战略 |
我们的可持续发展重点 |
Creating Thriving Communities |
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Delivering Legendary Customer Service |
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保护我们的未来 |
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Ensuring Financial Strength |
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