Wesfarmers Sustainability Report 2012 - Sydney
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Wesfarmers Sustainability Report 2012
Contents About Wesfarmers
Managing Director’s welcome 2 The durability of our company is reflected in our history. With origins in 1914 as a Western Australian
Message from the Chairman 3 farmers’ cooperative, Wesfarmers has grown into one of Australia’s largest listed companies. Our
Sustainability at Wesfarmers 4 diverse business operations now include supermarkets; department stores; home improvement and
Scorecard6 office supplies; coal mining; insurance; chemicals, energy and fertilisers; and industrial and safety
Engaging our stakeholders 10 products. We are one of Australia’s largest employers and have a shareholder base of approximately
Reconciliation Action Plan 17 500,000 direct shareholders.
Looking after our environment 18 Sustainability is an important part of our history and is a critical element in our future success.
Driving our performance 26
Coles28
Home Improvement and Office Supplies 34 Securities exchange listing
Target42 Wesfarmers Limited is a company limited by shares that is incorporated and domiciled in Australia.
Kmart46 Australian Securities Exchange (ASX) listing codes:
Insurance50 – Wesfarmers (WES)
Resources54 – Wesfarmers Partially Protected Shares (WESN)
Chemicals, Energy and Fertilisers 58
Industrial and Safety 62
Other businesses 66
About this report 67
Data Bank 68
Independent Assurance Statement 70
Glossary72
Group structure and feedback form 73
15 Like to know more about our story?
Please visit www.wesfarmers .com.au
years of reporting our
sustainability performance
or alternatively, use a smartphone with
a QR reader app to scan this symbol
www.wesfarmers .com.au
Wesfarmers Limited ABN 28 008 984 049
The Wesfarmers story
Wesfarmers has long recognised the value of
sustainable business practices. Sustainability is
integral to how we do business, and we continue
to strive for innovative and efficient approaches
to improve our social, environmental and
economic performance.
Dancer Brooke Widdison-Jacobs,
West Australian Ballet
photographed by Jon Green
Wesfarmers Sustainability Report 2012 1
Managing Director’s welcome
Our commitment to sustainability continues to underpin all our efforts
and while I’m proud of the progress we have made in our environmental,
social and economic performance, the expectations we and others have
for continuous improvement mean we still have plenty of work to do.
For us, the challenge of reducing
our greenhouse gas emissions has
always been driven by much more
than the prospect of legislative
change. We have been motivated
by doing what is right for the
environment, for our customers
and for our businesses.
We have steadily improved our
preparedness for a world in which
carbon is priced by continuing
to invest in energy efficient
technologies and systems.
Greenhouse gas emissions from
processes at our Chemicals,
Energy and Fertilisers business
have been reduced thanks to the
introduction of new technology,
without restricting productive output.
Coles supermarkets continue to roll
out in-store initiatives which improve
their energy efficiency and enhance
the shopper experience. These are
just two examples from within our
businesses of significant initiatives
that lower our emissions.
With the new carbon price laws now
in place, our focus is on compliance,
further improving our energy
efficiency, and greater reductions
in direct emissions where we can
do that sensibly.
Quality people
Our commitment We recognise that as a major All the initiatives and programs
Wesfarmers has long recognised employer and participant in outlined in this report are driven
the value of a holistic approach business in many communities by our innovative, resourceful
to managing our businesses. We across Australia and New Zealand and creative team members.
started reporting on sustainability- we have serious obligations to The sustainability and underlying
related matters back in 1998 when operate in a sustainable way. success of our operations is, in
we stated that we were ‘committed every sense, in the hands of our
to continuous improvement in Carbon price people. Their skills constitute our
our environmental, health and One of the most contentious issues only true competitive advantage
safety performance’. in Australia over the past year has and are our most important
been the introduction of carbon sustainable resource.
This commitment continues to
pricing and formal carbon emission
underpin all our efforts and while With an employee base of some
caps through implementation of the
I’m proud of the progress we have 200,000 people, one of the biggest
federal government’s Clean Energy
made in our environmental, social challenges facing our organisation,
Future legislative package.
and economic performance, the like many others in Australia and
expectations we and others have We have stayed out of the political New Zealand, is attracting and
for continuous improvement mean debate, but Wesfarmers has retaining quality team members.
we still have plenty of work to do. consistently supported putting a
price on carbon as a policy objective.
2 Wesfarmers Sustainability Report 2012
Each of our business units operates Collectively, these programs make
its human resource function a significant difference to local
autonomously and has its own communities all over the country. Message from
programs to invest in team members’
skills and capabilities, complemented
Wesfarmers understands that our
businesses only exist with strong
the Chairman
by a number of Group programs As Chairman, I believe our objective must
customer and community support
for executives. be to ensure Wesfarmers is successful in
and our programs are designed to
However, the broad Wesfarmers ensure we remain an integral part a sustainable way, not only for the benefit
objective is to ensure we provide of the communities in which we of our half-a-million shareholders, but
fulfilling and safe workplaces, live and work. for our 200,000 employees, millions of
we reward good performance customers and thousands of suppliers in
While the customer is at the core of
and provide opportunities for the communities in which we operate right
all our business endeavours it is the
advancement. This remains our across Australia and New Zealand.
case that the suppliers of our goods
most significant contribution to A key aspect of that sustainable business
and services are also a vital part of
the communities we serve. model is safety and, regardless of current
making Wesfarmers the company
This year we have made some that it is today. Our over-riding performance, we should seek every
important improvements in our safety objective is to ensure our suppliers opportunity to improve safety in all
performance, but we are still a long are treated fairly and with integrity our businesses.
way from our goal of zero harm and so that their relationship with our To that end, we have implemented a
we will redouble our efforts to achieve businesses is mutually beneficial. Group‑wide review, led by John Gillam,
safer workplaces in the years ahead. Managing Director of Bunnings, focused
Through our Reconciliation Action
My thanks on safety performance, real workplace
I would like to thank all the safety behaviour and improving outcomes.
Plan (RAP), launched in 2009, we
employees of the Wesfarmers Group
committed to a number of initiatives I am confident this will provide us with
who have contributed to the positive
aimed specifically at increasing a platform for even better results in this
progress we have made with our
employment opportunities for critical measure of success into the future.
sustainable business strategies over
Aboriginal people within our
the past 12 months.
businesses. Pleasingly, we are
improving in this area, and many of I am very proud of our actions
our businesses have implemented and achievements. Last year, our
specific Aboriginal employment reporting efforts were recognised
programs ranging from cadetships when we won the Sustainable
to pre-employment training courses. Company of the Year at the 2011
There is, of course, more work to Australian Sustainability Awards.
Bob Every AO, Chairman
be done, but as our businesses This achievement aside, I trust that
continually look for ways to the readers of this report are able
improve we expect better and to find the information necessary
better outcomes. for them to form their own view of
our progress.
Partnerships
Another important area we continue
to focus on is our community
partnerships. All our businesses have
extensive community contribution and
support programs, many of which are
outlined in this report.
Richard Goyder
We are major sponsors of the
Managing Director
arts, health and medical research,
Indigenous initiatives like the Clontarf
Football Academy, education
programs from school to university,
and a range of national charitable
organisations.
Wesfarmers Sustainability Report 2012 3
Sustainability at Wesfarmers
It’s our responsibility. From our origins in 1914 as a Western Australian
farmers’ cooperative, Wesfarmers has grown into one of Australia’s
largest publicly-listed companies. This, combined with our diverse
portfolio of businesses, confers a significant responsibility on us to get
our sustainability efforts right. This is a responsibility not only towards
our employees and shareholders, but also our customers, our suppliers,
our communities and our environment.
Driving our Engaging our
performance stakeholders
• shareholder returns • shareholders
• innovation • employees
• safety • customers
• ethical behaviour • suppliers
• accountability Our • communities
• developing our responsibility • government
people
Looking after our environment
• reducing greenhouse emissions
• energy efficiency
• conserving water
• reducing waste
• rehabilitation
Our approach to sustainability In this report, each of our businesses has
set out the most significant material issues
Wesfarmers’ objective is to provide a satisfactory influencing their operations. At a Group
return to our shareholders. We believe to do this level, our material issues are:
effectively our businesses need to focus on three •P
rotect and enhance our reputation
with stakeholders
areas to ensure we remain a sustainable business: •L
ook after the safety and development
engaging our stakeholders; looking after our of our people
environment; and driving our performance. •C
ontribute positively to the communities
in which we operate
• Minimise our environmental footprint
•R
esponsibly source products across
the Group
• shareholder returns Driving our Engaging our • shareholders
• innovation • employees
• safety performance stakeholders • customers
4 Wesfarmers Sustainability Report 2012
• ethical behaviour • suppliers
• accountability Our • communities
For the first time we are reporting on our
environmental performance in both absolute and
relative terms. This allows us a better measure of
progress towards sustainable business operations.
The front section of this report is We set very few public targets,
structured around these key focus preferring to be judged on our
areas, and is designed to give you an performance, although each business
overview of the Group’s challenges, has relevant internal targets that reflect
initiatives and outcomes over the past its business operations and plans.
year. However, not all of the challenges We have also included some broad
facing our businesses are common across metrics to describe both the Group
the Group, and our business units also and business unit progress over time
report on specific issues unique to their in the areas of greenhouse emissions,
situation and operations. energy and water use, occupational
Reporting openly and transparently safety information, as well as
on a large number of key outcomes community contributions.
allows us to track our progress, and Our performance in these areas is
publicly acknowledge our performance. set out below and the performance
However, we are focused on operating of each of our businesses can be
our businesses for the long term found in the ‘Scorecard’ section on
without the distraction of relatively the following pages.
short-term forecasts.
Wesfarmers Group data
Greenhouse gas emissions Energy use Water consumption
Tonnes CO2e:’000 Petajoules Megalitres
7,000 200 35 1,000,000 15,000 0.25
6,000 30
160
6,349,576
6,298,544
800,000 12,000 0.20
31.07
6,139,222
6,132,809
13,151
5,820,625
5,000 25
12,243
12,107
4,000 120 20 600,000 9,000 0.15
9,966
9,704
32.40
33.75
29.76
3,000 80 15
30.00
400,000 6,000 0.10
2,000 10
40 200,000 3,000 0.05
1,000 5
0 08 09 10 11 12 0 0 08 09 10 11 12 0 0 08 09 10 11 12 0.00
Greenhouse gas emissions (LHS) Energy use (LHS) Water consumption (LHS)
Tonnes CO 2e per $m of revenue (RHS) Megajoules per $m of revenue (RHS) Megalitres per $m of revenue (RHS)
Safety performance Community contributions
Lost time injury frequency rate A$m
15 80 Direct
09 25.77
77.57
10 19.60
72.24
12 60
13.06
12.89
11 33.80
57.62
12 31.82
10.95
10.90
9
9.94
40
45.78
6 Indirect
09 31.85
20 10 26.18
3
11 43.77
08 09 10 11 12 0 09 10 11 12 12 40.42
0
Wesfarmers Sustainability Report 2012 5
Sustainability at Wesfarmers
Scorecard
This section provides comparative information
on our performance in key sustainability areas.
Retail operations
Coles
Greenhouse gas emissions Energy use Water consumption
Tonnes CO2e:’000 Petajoules Megalitres
3,000 120 8 300,000 4,000 0.12
2,978,518
2,938,829
2,500
3,858
7.39
7.29
7.27
7.08
7.02
6 3,000
2,530,856
2,523,808
2,401,609
2,000 80 0.08
2,983
2,709
1,500 4 150,000 2,000
2,170
40 0.04
1,725
1,000
2 1,000
500
0 08 09 10 11 12 0 0 08 09 10 11 12 0 0 08 09 10 11 12 0.00
Greenhouse gas emissions (LHS) Energy use (LHS) Water consumption (LHS)
Tonnes CO2e per $m of revenue (RHS) Megajoules per $m of revenue (RHS) Megalitres per $m of revenue (RHS)
Safety performance Community contributions
Lost time injury frequency rate A$m
20 25 Direct
09 12.36
20 10 7.32
22.31
21.92
17.45
15
16.98
11 15.61
19.72
15.55
15 12 19.04
12.87
12.99
10 Indirect
10
09 7.36
9.17
5 5 10 1.85
11 6.70
0 08 09 10 11 12 0 09 10 11 12 12 2.88
Bunnings
Greenhouse gas emissions Energy use Water consumption
Tonnes CO2e:’000 Petajoules Megalitres
250 35 1.0 150,000 1,000 0.020
242,900
30 0.8 140,000
200 800
226,184
0.87
869
0.015
844
210,620
0.82
25
0.77
186,525
0.73
732
0.6 130,000
717
179,046
150 600
0.69
691
20
0.010
100 15 0.4 120,000 400
10 0.005
50 0.2 110,000 200
5
0 08 09 10 11 12 0 0 08 09 10 11 12 100,000 0 08 09 10 11 12 0.000
Greenhouse gas emissions (LHS) Energy use (LHS) Water consumption (LHS)
Tonnes CO2e per $m of revenue (RHS) Megajoules per $m of revenue (RHS) Megalitres per $m of revenue (RHS)
Safety performance Community contributions
Lost time injury frequency rate A$m
15 40 Direct
09 3.61
14.56
10 2.03
13.79
13.41
13.28
30 11 3.28
12.53
10 12 2.82
27.79
26.37
20
Indirect
20.09
5 09 11.92
15.53
10 10 18.06
11 23.09
0 08 09 10 11 12 0 09 10 11 12 12 24.97
6 Wesfarmers Sustainability Report 2012
Office Supplies
Greenhouse gas emissions Energy use Water consumption
Tonnes CO2e:’000 Petajoules Megalitres
80 50 0.25 200,000 60 0.05
40 0.20 50 0.04
0.22
52
52
60
66,867
0.21
50
0.21
65,000
63,362
40 0.03
55,522 30 0.15
0.17
40 150,000 30
0.06
20 0.10 0.02
20
n/r
n/r
n/r
20 10 0.05 0.01
10
0 08 09 10 11 12 0 0 08 09 10 11 12 100,000 0 08 09 10 11 12 0.00
Greenhouse gas emissions (LHS) Energy use (LHS) Water consumption (LHS)
Tonnes CO2e per $m of revenue (RHS) Megajoules per $m of revenue (RHS) Megalitres per $m of revenue (RHS)
Safety performance Community contributions
Lost time injury frequency rate A$m
15 1.5 Direct
09 0.49
12 1.2 10 0.51
1.35
11 0.97
12.30
12.17
11.95
0.9 12 1.01
10.81
1.06
9
10.40
0.49
0.51
0.6 Indirect
6 09 n/r
3 0.3 10 0.00
11 0.38
0 08 09 10 11 12 0 09 10 11 12 12 0.05
Target
Greenhouse gas emissions Energy use Water consumption
Tonnes CO2e:’000 Petajoules Megalitres
250 120 1.0 220,000 350 0.2
300
244,995
339
239,827
0.8
230,545
231,090
200
311
306
219,858
0.84
0.82
0.82
80 250
0.77
0.76
150 0.6 200
110,000 0.1
100 0.4 150
40
100
n/r
n/r
50 0.2
50
0 08 09 10 11 12 0 0 08 09 10 11 12 0 0 08 09 10 11 12 0.0
Greenhouse gas emissions (LHS) Energy use (LHS) Water consumption (LHS)
Tonnes CO2e per $m of revenue (RHS) Megajoules per $m of revenue (RHS) Megalitres per $m of revenue (RHS)
Safety performance Community contributions
Lost time injury frequency rate A$m
10 3.5 Direct
09 0.99
3.43
3.0 10 1.44
9.34
9.20
3.12
8
3.08
2.5 11 1.10
8.14*
8.01
7.97
2.67
6 12 1.38
2.0
1.5 Indirect
4
* Figure restated 09 1.68
due to a
1.0 10 1.64
2
reclassification 0.5 11 2.02
0 08 09 10 11 12 of claims. 0 09 10 11 12 12 2.05
Kmart
Greenhouse gas emissions Energy use Water consumption
Tonnes CO2e:’000 Petajoules Megalitres
350 100 1.2 300,000 800 0.20
300 700
775
767
1.0
1.08
313,702
311,668
1.06
310,391
1.05
75 0.15
1.04
303,397
600
658
0.99
250 0.8
500
257,087
200 50 0.6 250,000 0.10
400
150 0.4 300
100
n/r
25 0.05
n/r
200
50 0.2 100
0 08 09 10 11 12 0 0 08 09 10 11 12 200,000 0 08 09 10 11 12 0.00
Greenhouse gas emissions (LHS) Energy use (LHS) Water consumption (LHS)
Tonnes CO2e per $m of revenue (RHS) Megajoules per $m of revenue (RHS) Megalitres per $m of revenue (RHS)
Safety performance Community contributions
Lost time injury frequency rate A$m
12 12 Direct
09 1.02
11.85
11.31
10
11.56
10 10 2.35
11.18
10.74
11 0.74
8 8
9.26
9.02
12 1.15
6 6
6.88
6.78
Indirect
4 4 09 10.83
10 4.53
2 2 11 10.57
0 08 09 10 11 12 0 09 10 11 12 12 10.41
Wesfarmers Sustainability Report 2012 7
Sustainability at Wesfarmers
Scorecard (continued)
Industrial and other businesses
Insurance
Greenhouse gas emissions Energy use Water consumption
Tonnes CO2e:’000 Petajoules Megalitres
15 10.0 0.10 35,000 120 0.04
119
113
100
13,917
12 0.08 28,000
0.09
13,405
7.5
12,975
0.03
12,789
0.09
12,236
0.08
0.08
0.08
9 80
0.06 21,000
5.0 60 0.02
73
80
66
6 0.04 14,000
40
3 2.5 0.02 0.01
7,000 20
0 08 09 10 11 12 0.0 0.00 08 09 10 11 12 0 0 08 09 10 11 12 0.00
Greenhouse gas emissions (LHS) Energy use (LHS) Water consumption (LHS)
Tonnes CO2e per FTE employed (RHS) Megajoules per FTE employed (RHS) Megalitres per FTE employed (RHS)
Safety performance Community contributions
Lost time injury frequency rate A$m
4.0 1.0 Direct
09 0.84
0.96
0.8 10 0.96
3.70
0.84
3.0 11 0.41
0.6 12 0.38
2.71
2.0
2.22
Indirect
0.89
0.4
0.83
0.44
09 n/r
0.38
1.0 10 0.00
0.2
11 0.03
0 08 09 10 11 12 0 09 10 11 12 12 0.00
Resources*
Greenhouse gas emissions Energy use Water consumption
Tonnes CO2e:’000 Petajoules Megalitres
800 10.0 6 30 4,000 350
700
5 24
715,388
3,654
707,725
3,402
600
694,026
7.5
689,933
3,000
614,619
500 300
3,045
4 18
4.31
4.13
2,707
4.00
3.94
2,742
400 5.0 2,000
3.33
300 3 12
200 250
2.5 6 1,000
100 2
0 08 09 10 11 12 0.0 0 08 09 10 11 12 0 08 09 10 11 12
0 200
Greenhouse gas emissions (LHS) Energy use (LHS) Water consumption (LHS)
Kilograms CO2e per Bank Cubic Metre moved (RHS) Megajoules per Bank Cubic Metre moved (RHS) Megalitres per million tonnes
of coal produced (RHS)
Safety performance Community contributions
Lost time injury frequency rate A$m
8.0 1.0 Direct
09 0.86
0.8 10 0.68
7.20
0.87
0.86
6.0 11 0.83
12 0.55
0.71
0.6
2.53
0.60
4.0 Indirect
2.14
0.4
1.63
1.28*
09 n/r
2.0 *Figure restated due 0.2 10 0.03
to reclassification 11 0.04 *Resources divested Premier Coal in December 2011
0 08 09 10 11 12 of claims. 0 09 10 11 12 12 0.05 and data is excluded for FY12.
8 Wesfarmers Sustainability Report 2012Chemicals, Energy and Fertilisers (WesCEF)*
Greenhouse gas emissions Energy use Water consumption
Tonnes CO2e:’000 Petajoules Megalitres
2,500 5 20 30,000 5,000 6
4
18.25
2,000 4,000
17.88
17.93
15
4,347
4,220
4,143
2,024,587
2,022,741
20,000 4
15.16
1,862,605
14.66
1,811,792
1,500 3
3,630
3,591
3,000
1,625,504
10
1,000 2 2,000
10,000 2
1 5
500 1,000
0 08 09 10 11 12 0 0 08 09 10 11 12 0 0 08 09 10 11 12 0
Greenhouse gas emissions (LHS) Energy use (LHS) Water consumption (LHS)
Tonnes CO 2e per tonne of chemicals produced (RHS) Megajoules per tonne of chemicals produced (RHS) Megalitres per thousand tonnes
of chemicals produced (RHS)
Safety performance Community contributions
Lost time injury frequency rate A$m
8 0.8 Direct
09 0.69
10 0.44
0.69
6 0.6 11 0.29
6.50
12 0.49
0.49
2.60
4 0.4
4.59
0.45
Indirect
4.05
3.82
09 0.00
0.29
2 0.2 10 0.01
11 0.00 *WesCEF divested the enGen business in
0 08 09 10 11 12 0 09 10 11 12 12 0.00 August 2011 and data is excluded for FY12.
Industrial and Safety*
Greenhouse gas emissions Energy use Water consumption
Tonnes CO2e:’000 Petajoules Megalitres
250 250 1.5 800,000 300 0.16
243,071
250
232,733
200 200 1.2
600,000 0.12
254
242
1.21
200
1.11
150 150 0.9
400,000 150 0.08
33,546
100 0.6
30,014
100
25,231
100
0.20
63
0.19
0.19
55
n/r
200,000 0.04
50 50 0.3 50
0 08 09 10 11 12 0 0 08 09 10 11 12 0 0 08 09 10 11 12 0.00
Greenhouse gas emissions (LHS) Energy use (LHS) Water consumption (LHS)
Tonnes CO2e per $m of revenue (RHS) Megajoules per $m of revenue (RHS) Megalitres per $m of revenue (RHS)
Safety performance Community contributions
Lost time injury frequency rate A$m
5 1.5 Direct
09 0.13
4 1.2 10 0.17
4.60
1.31
11 0.38
3 0.9 12 0.22
1.61
Indirect
2 0.6
2.40
2.41
2.34
0.22
09 0.05
0.21
0.18
10 0.04
1 0.3 11 0.93 *Data includes Coregas from July 2010; it was
0 08 09 10 11 12 0 09 10 11 12 12 0.00 previously part of the (then) Energy division.
Wesfarmers Corporate Office
Greenhouse gas emissions Energy use Water consumption
Tonnes CO2e:’000 Petajoules Megalitres
6 30 0.025 80,000 8 0.05
5 24 0.020 0.04
5,294
7
60,000 6
4
2,370
18 0.015 0.03
3 40,000 4
1,353
12 0.010 0.02
4
4
2
0.01
0.01
0.01
0.01
n/r
n/r
716
3
20,000 2
n/r
1 6 0.005 0.01
0 08 09 10 11 12 0 0 08 09 10 11 12 0 0 08 09 10 11 12 0.00
Greenhouse gas emissions (LHS) Energy use (LHS) Water consumption (LHS)
Tonnes CO2e per FTE employed (RHS) Megajoules per FTE employed (RHS) Megalitres per FTE employed (RHS)
Safety performance Community contributions
Lost time injury frequency rate A$m
5 10 Direct
09 4.78
10.20
4.85
4 8 10 3.70
11 10.19
3.72
6 12 4.78
3
4.79
4.79
Indirect
2 4 09 0.01
0.00
0.00
0.00
0.00
1 10 0.02
2 11 0.01
0 08 09 10 11 12 0 09 10 11 12 12 0.01
Wesfarmers Sustainability Report 2012 9Engaging our stakeholders Working with our stakeholders, including suppliers, customers, employees, interest groups and community partners helps ensure we create long-term value – and provide satisfactory returns for our shareholders. During the year, several hundred employees enjoyed a family event at the Art Gallery of Western Australia’s exhibition Picasso to Warhol: Fourteen Modern Masters from The Museum of Modern Art, New York *All works by Giorgio de Chirico, courtesy The Museum of Modern Art, New York and Art Gallery of Western Australia. For full artwork credits, see page 72. 10 Wesfarmers Sustainability Report 2012
Sustainability at Wesfarmers
• Employees – various internal employee which has assisted in broadening
Engaging our groups (such as the Community
Involvement Committee and the
the range of phosphate rock that
can be sourced. Phosphate rock
stakeholders Wesfarmers Indigenous Network),
regular updates from the Group
from the Western Sahara is not part
of WesCEF’s import program for the
Managing Director available online coming production year. WesCEF
via webcast, the ‘big Aussie BBQ’ for reports further on this issue in its
the Queen during the Commonwealth business unit report on page 58.
Heads of Government Meeting in Perth,
• The role of Coles in the milk supply
Leadership Conference, the Wesfarmers
chain in Australia was subject to
Arts program.
questioning and criticism from some
• Shareholders – annual general meeting, stakeholders. The issue related to
meetings with institutional investors, Coles reducing the shelf price of its
bi‑annual investor briefings, quarterly own brand milk across Australia as part
retail sales briefings and other updates. of the ‘Down Down’ prices campaign
• Suppliers – meetings with key industry and the suggested impact this may
groups, audit and review systems for have on some dairy farmers. Coles and
Stakeholder engagement Wesfarmers have spent considerable
Wesfarmers and its businesses have a responsible sourcing.
time and resources working through
large number of stakeholders with varying • Government and regulators this issue and Coles reports on the
interests across a number of different – meetings with state and federal matter in its business unit report on
countries. Engaging these stakeholders government representatives, federal page 33.
is an important part of our business. regulators, trade associations.
• Stakeholders requested more detail
All of our business units nurture and • Non-government organisations on employee satisfaction information
manage their own relationships specific – joint projects and initiatives, collected by the Group. Each of
to their operations – whether it’s in stores, visits and meetings. our businesses regularly conducts
at mine sites, offices or industrial facilities. employee satisfaction or other surveys
During the year, Wesfarmers also engaged
In the business unit reports (which start for a variety of purposes consistent
a third party to conduct a Stakeholder
on page 28) there are many references with the business objectives and the
Engagement Survey in relation to its
to these different types of engagement issues they are managing. There are
sustainability performance and reporting.
with customers, suppliers, regulators, several different styles of surveys used,
The executive summary of this report is
community groups, or public interest with varied objectives and different
published on our website. Some of the
groups relevant to each operation. timings so it is difficult to provide a
key outcomes and comments from the
All of our businesses operate in accord snapshot of employee satisfaction
report are set out below.
with the ethical approach required by in the Group at any one time.
our Code of Conduct (available on our • The survey indicated we currently have
website), including having a transparent positive stakeholder relationships. • The stakeholder survey also suggested
and honest approach when working that each business unit should disclose
• WesCEF’s sourcing of some of its material issues specific to its business,
with stakeholders. rock phosphate (for the production and also more information on how we
At a Group level, Wesfarmers is also of superphosphate fertiliser) from are improving our supply chains.
engaged with a wide cross-section of the Western Sahara region in north
stakeholders. In addition to the various west Africa was raised by some The survey also demonstrated that our
ongoing connections we have with these stakeholders. WesCEF has engaged performance on sustainability issues was
stakeholders, the following summary with interested parties for several years important to the future of our company.
covers the major contact we have had. about the sourcing of phosphate rock ur Code of Conduct and
O
from Western Sahara, and our trade the executive summary of our
• Customers – feedback via letters,
is in accordance with applicable laws. Stakeholder Engagement Survey
email and website.
WesCEF has invested more than are available on our website
$5 million in a technology seeking www.wesfarmers .com.au
to reduce odours created by the
manufacturing process when using
phosphate rock from other sources,
Wesfarmers Sustainability Report 2012 11Sustainability at Wesfarmers
Engaging our stakeholders (continued)
Doing the right thing – Our people We establish inclusive cultures through
Bunnings’ timber actions As one of Australia’s largest private a variety of Group-wide policies and
employers, with diverse domestic and processes, including a Code of Conduct,
Legally sourced quality products
international businesses, we consider a Group Whistleblower Policy, and Equal
that can be trusted by all customers
our team members to be central to our Employment Opportunity Policy.
is a central platform in Bunnings’
success. Employing outstanding people Gender diversity continues to be a
approach towards sustainable timber
and providing opportunities for them priority for the Group. As at the end
procurement. With a zero tolerance
to apply their talents is critical to our of the reporting year, 57 per cent of
approach to illegal timber in its
sustainability. While strong assets and our employees are women. Two of
supply chain for a decade, Bunnings
strategies are important, it is our people our eight non-executive directors
has been proactively engaging with
who deliver results. (25 per cent), 21 per cent of Wesfarmers’
key suppliers, industry groups and
government to continually look for senior executives (general manager
opportunities for improvement in Who are we and where do we work? level or above), and 28 per cent of all
sourcing sustainable timber. The majority of our workforce is located management and professional employees
in Australia and New Zealand (see across the Group are women. The
In 2004, Bunnings became the first figure 1) and our employees worked more Wesfarmers Diversity Policy outlines
retail partner of the WWF Global than 219 million hours. This equates to four core objectives which are used
Forest Trade Network, an organisation approximately 115,000 full-time equivalent to measure performance in this area.
established to end illegal logging and team members.
unacceptable timber practices. • Foster an inclusive culture –
Wesfarmers is committed to continually Wesfarmers divisions undertake
In June 2009, Bunnings was the improving the attraction, development and different initiatives and practices based
lead signatory to a joint industry, retention of talented people. We do this by on the needs of their business, such
community and conservation group providing great job opportunities, rewards as flexible work practices at senior
statement (led by Greenpeace) which for good performance, and safe working levels and paid parental leave. Specific
called for a federal government ban environments. Wesfarmers recognises the targets are linked to senior executive
on the importation of illegally logged importance of being an inclusive employer, key performance objectives under
timber into Australia. Bunnings was because a diverse workforce delivers the annual incentive plan.
also part of a Common Platform significant social and commercial value.
supporting the Illegal Logging
Prohibition Bill, which was presented
to the federal government in April 2011.
Bunnings now sits on the Advisory
Panel for the proposed legislation. Figure 1: Employee numbers in various locations (as at 30 June 2012)
Most recently, Bunnings partnered
China, India,
with WWF in the ‘Love Your Forests’ ASIA Bangladesh
561
campaign aimed at building customer and Indonesia
awareness on the benefits of certified
timber products. Bunnings also played
a significant role in a joint timber New
Caledonia
industry, retailer and non-government 1
organisation steering group led by NT
Planet Ark, which developed the first 1,954
QLD
national wood products forum and 39,403
workshop in May 2012.
WA
23,556 SA
With this ongoing commitment to 12,377 NSW
timber procurement, more than 55,215
99 per cent of Bunnings’ whole
timber products are now legally VIC
ACT
56,074
sourced from low-risk plantations 2,813
or other verified forest operations. NZ
UK 6,136
156 TAS
3,384
12 Wesfarmers Sustainability Report 2012As one of Australia’s largest private employers, with diverse domestic
and international businesses, we consider people to be central to our
success. Employing outstanding people and providing opportunities for
them to apply their talents is critical to our sustainability. While strong
assets and strategies are important, it is our people who deliver results.
• Improve talent management – at least Investing in our people The safety of our employees
once a year, the Group Managing Given the autonomous nature of our Workplace safety remains Wesfarmers’
Director meets with each division to Group operating structure, training highest priority and we have an obligation
review: senior leader performance and development is a core responsibility to do all we can to ensure the safety in the
and development; succession plans of the business units. Our recorded workplace of everyone who works for our
for critical roles; and the pipeline of commitment in training and development company, our visitors and customers.
high-potential leaders. During the exceeded 2.2 million hours across To that end, we have implemented a
2012 financial year, talent reviews the Group. In addition, key human Group-wide review focused on safety
were conducted with all divisions for capital development policies and performance, workplace safety behaviour
senior manager level employees and practices, including those focused on and improving outcomes.
above and included 138 women. senior management remuneration,
We have a Group target of reducing
This is in addition to detailed talent development and succession planning,
accident rates by 50 per cent each year
reviews conducted with employees are managed at a Group level.
towards a goal of zero. The primary
by individual businesses within the
measures are the lost time injury
Wesfarmers Group. Throughout the
frequency rate (LTIFR) and the total
2.2 million
Group, all high-potential leaders benefit
recordable injury frequency rate (TRIFR).
from development opportunities, such
as internal and external development hours of training For the reporting period, the Group
programs, stretch assignments, and development LTIFR was 10.90 (see figure 2 on page 14),
action learning projects, coaching, down from 12.89 for the previous year.
mentoring and 360-degree feedback. The TRIFR at year end had increased to
42.67, compared to 40.94 in July 2011.
• Enhance recruitment practices – during Innovation is also important to the success
the year, 37 per cent of externally of our businesses. If our people continually
recruited positions and 30 per cent of innovate, providing better products,
internal promotions (all manager level
and above roles) were filled by women.
services or solutions to our customers,
sustainable growth will be generated.
15.4%
decrease in LTIFR
• Ensure pay equity – a pay audit is Wesfarmers seeks to develop a
conducted annually on a Group basis culture that encourages the boldness
(which includes a review of gender and creativity necessary to drive
pay equity). Results are reviewed by innovation. This year, for the first time
the Board and divisional managing There were 2,395 lost time injuries (LTIs)
we implemented an Innovation Awards
directors. In addition, a pay equity over the year across all businesses in the
program. The initiative was run across
review of all Wesfarmers divisions was Group and 9,378 total recordable injuries
the Group and focused on five categories:
undertaken during the year, in line with (TRIs), which include LTIs and medical
environment, customer, commercial,
previous years, which did not indicate treatment injuries. While the improvements
safety and people. The response was
any observable discrepancies in pay in LTIFR and the number of LTIs are
excellent, with the entries all reflecting a
across each level, after taking into pleasing, we continue to believe that
high level of innovation quality.
account performance, experience, greater performance is both possible
location and job nature. In September 2012, we held the and necessary.
Wesfarmers Leadership Conference,
In respect to workplace relations, LTIFR and TRIFR remain the main
which brought together approximately
we recognise the right of those we Group-wide measures of safety
400 senior leaders from across the
employ to negotiate either individually performance. However, operating
Group. The conference provided an
or collectively, with or without the businesses are encouraged to use a
opportunity to reinforce expectations
involvement of third parties. The large range of broader measures to promote
for our leadership culture, introduce
majority of our employees (more than a more proactive approach and support
key leadership insights and opportunities
80 per cent) are covered by collective a culture of safe work practices.
for growth, share best practices across
agreements. At the same time, the the businesses, and recognise the The number of workers’ compensation
company believes in maximising the Innovation Award winners. claims increased slightly from 9,334 in
flexibility of workplace arrangements 2011 to 9,380 this year and the Group
available to employees and data is shown in figure 3 on page 14.
their managers.
Wesfarmers Sustainability Report 2012 13Sustainability at Wesfarmers
Engaging our stakeholders (continued)
Figure 2: Lost time injury • the team from the Blackwoods • a campaign titled ‘Simply Safer’ was
frequency rate (LTIFR) Protector distribution centre in run across Bunnings in March 2012
15 Highbrook, New Zealand, developed to seek ideas from team members on
a drum trolley to move heavy drums. improving health and safety. More than
12
13.06
This has had a significant effect 1,200 ideas were received with many
12.89
10.95
10.90
9
in reducing the number of manual being implemented immediately.
9.94
6 handling injuries
he safety outcomes of our business
T
10.90 3
• a new positive performance safety units, and the Group data, can be
0 08 09 10 11 12
indicator was introduced at Kmart. found in the Data Bank on page 69.
It was implemented to provide
feedback to stores on their compliance Our community
Figure 3: Workers’ compensation to the operational safety plan. Community contributions
claims and partnerships
This assisted with focusing store
9,500
efforts and identifying opportunities The continuing successful operation of
9,350 for improvement the Group’s businesses, in an ethical and
9,380
9,378
socially responsible way, is the cornerstone
9,334
9,314
9,200
• at CSBP, a business within WesCEF, of our contributions to the community.
9,050 a strategy was completed to move
9,040
We believe in supporting the communities
9,380 8,900 to a best practice solution for
in which we operate by direct and
8,750 08 09 10 11 12 medical, health, injury management,
fitness to work and manual handling indirect assistance to organisations and
Note: For definitions of LTIFR and TRIFR please refer to
risk management in an industrial activities that provide a public benefit. The
the Glossary on page 72.
environment Wesfarmers Board, in relation to its direct
community contributions, gives preference
• the launch of a ‘Target your Safety’ to activities focused on medical research
To meet the ongoing challenges of DVD at Target, raising team member and health, Indigenous partnerships,
creating a safe environment for all the awareness of the major mechanisms education and the Wesfarmers Arts
people in our workplaces, there have been of injury; manual handling, hitting program. Our individual businesses may
a number of initiatives across the Group stationary objects and slips, trips also provide support in these general
which have resulted in positive change. and falls areas, but in addition have community
Some of the highlights included:
support programs tailored to their
business activities, customer base and the
communities in which they operate.
Safety training at WesCEF
Safety at WesCEF is supported through employee competence in operating complex
facilities. This is achieved through training supported by a technical and safety training
group within the WesCEF Health, Safety and Environment team. A new model for
developing technical training in the Kleenheat Gas Kwinana production facility has been
so successful in the last 12 months that the same model is being used in other areas
of the business. During 2011, a need to improve knowledge management and develop
high-quality training material for plant operations at the Kwinana gas production facility
was identified. After struggling to build momentum it was established that the volume
of improvement projects combined with the objective to develop competency‑based
training quickly meant external resourcing was necessary. A registered training
organisation (RTO) was engaged to gather information from the experts (engineers,
supervisors and operators) and develop training modules. What would have been
a five-year project using existing training development models has become a two‑year
project. Working with the RTO has also enabled training materials to be aligned
to National Standards. The developed model has since been used in Kleenheat
Gas’s Kwik-Gas plants, with similar success, and will soon be used in other areas
of the business.
14 Wesfarmers Sustainability Report 2012Wesfarmers has long held the belief that to have
a healthy business, you must have strong, vibrant
communities in which to live and work.
Our direct and indirect community Figure 4: Focus of our direct
partnerships and contributions community contributions in 2012 ($m)
were $72.24 million in 2011/12. Our
direct community contributions were
0.9 per cent of earnings before interest
and tax ($3,549 million) and 1.5 per cent
of net profit after tax ($2,126 million).
$31.82m
$72.24m
Direct and indirect
Community 74.76%
community partnerships
Health 12.55%
and contributions
Arts and culture 4.62%
Education 2.80% The Woorabinda community
To ensure consistent reporting on Environment 2.32%
With the diversity of our operations,
our Group community contributions, Indigenous people1 1.51% and the broad network of our
Wesfarmers engages the London Other 1.16% locations, we have many touch points
Benchmarking Group (LBG). This allows Emergency relief 0.28% with local communities across both
organisations to define their community Australia and New Zealand. As a
Note:
contributions according to standard 1 Contributions to Indigenous people in this table result, while Wesfarmers Limited has
definitions and policies. represents only that support that can be separately
a number of significant partnerships,
identified. Support in other categories also goes in
LBG undertakes a verification process part to Indigenous people and organisations. all of the business units also have
across the Wesfarmers Group excluding their own partnerships and initiatives
Home Improvement and Office Supplies which have been developed directly
(HIOS) and provides a report, as well as a The business unit sections in this with their local community groups.
verification statement which can be found report provide more detail on the
major community partnerships that our At Wesfarmers Resources, the
on page 67. operations at Curragh have engaged
businesses are involved with. The major
The community contributions from HIOS partners are a large number of community, positively with the Woorabinda
were assured by Net Balance as part education and sporting groups in local community in the Bowen Basin for
of its overall assurance of this report. communities, organisations supporting several years by supporting job
The Assurance Statement on page 70 children, community support and welfare expos, training initiatives at the mine
provides specific comment on their organisations, organisations supporting providing career opportunities,
community contributions. health outcomes and research and support supporting the delivery of drug and
for education and literacy initiatives. alcohol education to primary school
Our total direct community contributions
children through Life Education
this year decreased from 2011, primarily
ore information on LBG’s
M Australia and by visits by the
because fortunately there have not been
standard definitions and policies Queensland Theatre Company,
any large-scale disasters in Australia
is available at the LBG website which has brought the arts and
and New Zealand. In the previous years,
www.lbg-australia .com skills workshops to the children
Wesfarmers and its businesses made
of Woorabinda.
significant contributions to emergency urther information on our community
F
relief and recovery following major fire, contributions can be found in the
flood and earthquake disasters. Data Bank on page 69.
The large majority of our indirect community
contributions were focused on community
support, but we are unable to assure this
to the level necessary, because most of
the funds we facilitate are spent by our
partner organisations.
Wesfarmers Sustainability Report 2012 15Sustainability at Wesfarmers
Engaging our stakeholders (continued)
Wesfarmers Arts
The award-winning Wesfarmers Arts
program continues to provide major
ongoing support to a number of premier
Australian arts companies. With a focus
on increasing the opportunities for
the community to experience quality
art and culture from Australia and the
world, Wesfarmers has been working
in partnership with both national and
Western Australian arts companies since
1985. Our belief is that a vibrant cultural
sector makes a positive contribution to
the lives of all Australians.
Highlights of the Wesfarmers Arts program
included the launch of Wesfarmers Arts as
Indigenous Art Partner with the National
Gallery of Australia, presenting the Gallery’s
national schedule of exhibitions and public Responsible sourcing At 30 June 2012 we had approximately
programs and Indigenous art education to While the majority of our expenditure on 3,316 direct importers across the Group
communities across Australia. Wesfarmers products, employee costs and services is and during the year 1,497 of these
Arts was also announced Principal Partner in Australia and New Zealand, many of our (45.1 per cent) had been engaged in
of the West Australian Symphony Orchestra businesses source products from other our verification or audit processes.
from 2012 and took on the role as Lead countries, predominantly Asia and India, Audit processes were completed either by
Donor in the development of the new State but also from Europe, Africa and South our employees or qualified auditors acting
Ballet Centre in Western Australia. America. In our industrial businesses, this directly for our businesses. The purpose
sourcing is mainly complex engineering of the audits is generally to check
In addition to the arts support program, the
products, bulk fertilisers and chemicals compliance and work with suppliers to
company’s nationally recognised Collection
or other raw materials. rectify any issues found. During the year,
of Australian Art is shared with the public
through exhibitions and loans to galleries Most of our sourcing of products from 11 factories were deregistered due to
across the country. In recent years, in other countries is undertaken by our retail poor social compliance or other reasons.
recognition of the company’s increasing businesses and Wesfarmers Industrial These instances are reported in the
business presence in New Zealand, the and Safety. Each of these businesses has relevant business unit section of this report.
scope of the collection has broadened detailed policies and codes that govern
to encompass the work of significant their responsible sourcing activities in
contemporary New Zealand artists.
Wesfarmers also supports the arts through
other countries, whether the sourcing is
directly through manufacturers working 45.1%
for our businesses, or indirectly through Percentage of our direct
various business unit initiatives such as importers engaged in our
other suppliers. These policies and codes
sponsorship of the Queensland Theatre assurance processes
are supported by extensive audit and
Company’s regional program by our
review systems conducted either by our
Resources division and the acquisition
businesses themselves, or through relying
of Indigenous art works by the Industrial In addition, the phosphate rock (a key input
on mutual accreditation audit systems
and Safety business unit. for superphosphate manufacture) sourced
with other international retailers. Each
retail business provides some detail on from a mine in Western Sahara (where
their approach to responsible sourcing CSBP buys about three per cent of the
in their section of this report and our mine output) is the subject of international
progress in this area is regularly reported comment in relation to the status of the
to the Wesfarmers Board through the Indigenous Saharawi people of the region.
Audit Committee. We have reported on this in previous
reports and the WesCEF section of this
report again provides an update on
our approach.
16 Wesfarmers Sustainability Report 2012Sustainability at Wesfarmers
Reconciliation Action Plan
As a large employer, we realise the role we can have in providing genuine,
sustainable employment opportunities for all Australians, including Aboriginal
Australians. We are committed to ensuring that our businesses are places
where Aboriginal and Torres Strait Islander people feel welcome and valued,
as employees, customers, suppliers and citizens.
Outcome of workforce surveys (RAP)
Self-identified Aboriginal employees
Survey response
Business unit Number rate (%) % of respondents
2011 2012 2012 2012
Coles 424 695* NA NA
Bunnings 43 121* NA NA
Office Supplies 36 53 87 1.1
Target 295 103 22 2.1
Kmart 123 105 54 0.7
Insurance 16 12 85 0.6
Resources 24 17 98 2.6
WesCEF 9 9 54 1.2
Industrial and Safety 41 47 83 1.9
Corporate Office 1 2 80 1.1
Group total 1,012 1,164 62 1.1
* Survey not conducted in 2012. This data represents 2011 data plus new employees in FY12 who self-identify as Aboriginal.
Our Reconciliation Action Plan (RAP) Building relationships We appreciate the critical importance of
outlines the measurable actions we are All of our business units had team strong leadership in relation to our RAP.
committed to across the Wesfarmers members who participated in the Jawun We have prioritised activities that build
Group, with an overarching goal of having Secondment Program. This year we the cross-cultural competence of our
a workforce that reflects the diversity of provided 18 one-month secondees and leaders; to date, senior managers in six
the communities in which we operate. one three-month secondee. We also business units have completed cultural
sponsored the inaugural Jawun Emerging awareness training.
Main highlights Leaders Tour, in which 11 emerging leaders
Welcome to Country and Acknowledgement
Creating opportunities from four Jawun regions were involved in a
of Country protocols were observed at
Over the past year, three business units specialised regional tour, sharing learnings
major events, including the Wesfarmers
and Corporate Office implemented and receiving leadership training.
2011 Annual General Meeting.
Aboriginal employment programs with
Many business units have been focused
customised recruitment, training and Wesfarmers continues to support Aboriginal
on developing relationships with Aboriginal
support mechanisms. An additional four communities and cultures through its Arts
community members, organisations
business units supported community- program. During the year, Wesfarmers was
and service providers to support their
driven Aboriginal employment programs. announced as the inaugural Indigenous Art
Aboriginal engagement and employment
As a result, our overall Aboriginal employee Partner of the National Gallery of Australia,
strategies. For example, WesCEF team
numbers increased from 1,012 to 1,164. presenting the Gallery’s national schedule of
members participated in Kwinana,
This is 0.6 per cent of our total employees. Aboriginal exhibitions, public programs and
(Western Australia) Aboriginal community
education. The Wesfarmers Arts National
events and the Wesfarmers Industrial and
Indigenous Arts Fellowship program, also
15% Safety Indigenous Steering Committee
held a meeting at the National Centre of
in association with the National Gallery,
entered its third year, with 32 individuals
increase in employees Indigenous Excellence in Redfern, Sydney.
from Aboriginal communities across
self-identifying as
Within the Wesfarmers Group, we have Australia participating in the Fellowship
Aboriginal
an established Wesfarmers Indigenous Leadership program since its inception
Network, a forum where all business units in 2010.
can share Aboriginal engagement and
Nearly all of our business units entered into employment learnings. ur full report against the actions
O
purchasing relationships with businesses identified in our 2012 RAP and
certified by the Australian Indigenous Fostering respect the 2013 RAP can be found
Minority Supplier Council (AIMSC). Building respect and understanding under the ‘Reports’ section
of Aboriginal people and their cultures at www.wesfarmers .com.au
within our businesses is an important
aspect of our RAP.
Wesfarmers Sustainability Report 2012 17Looking after our environment
A healthy environment is a fundamental right and expectation of all communities.
With operations that include retail outlets, coalmines, chemical, energy and
fertiliser manufacturing, and insurance, Wesfarmers’ activities are complex and
widespread. We have a responsibility to all of our stakeholders to manage our
operations in such a way that it reduces our environmental footprint.
18 Wesfarmers Sustainability Report 2012Sustainability at Wesfarmers
Looking after What does our greenhouse emission reporting cover?
Reporting greenhouse emissions across many different business activities, under
our environment a variety of legal and voluntary reporting mechanisms, has the potential to create
confusion in understanding our emissions. We are continually trying to improve both
the methodology we use to calculate our emissions and the communication of that
information, while maintaining the accuracy required for our corporate governance and
the requirements of the external assurance and auditing we undertake. The basis of our
greenhouse emission and energy use data in this report is the National Greenhouse
and Energy Reporting Act 2007 (NGER Act) in Australia (where more than 99 per cent
of our emissions occur). The NGER Act covers only Scope 1 and 2 emissions, but does
not include some significant emission sources (such as the sodium cyanide business at
our Kwinana operations). The data under the NGER Act is also bound by the concept
of operational control which means, for example, that emissions from a business
part-owned by Wesfarmers but operated by a third party is not included (an example is
Air Liquide WA within WesCEF which is reported by Air Liquide Australia). However, to
assist in understanding our total emissions profile we include various Scope 3 emissions
Minimising our environmental in this report (including electricity and gas transmission; waste disposal and waste water
footprint treatment; air travel emissions; an estimate of transport emissions in our supply chains;
Looking for innovative solutions with good and the Scope 3 emissions associated with liquid and gaseous fuel use). The diagram
commercial and environmental outcomes below provides a summary of these emissions and how they are additional to our NGER
is critical to the sustainable success Greenhouse
Act reports. gassome
As a result, emissions
of our data is not directly comparable year on year, but
of our businesses. Taking a long-term where possible this is explained.
approach to managing our businesses
is not only good for the environment,
but it contributes to the resilience and Greenhouse gas emissions NGER Act1
sustainability of our businesses as well. Scope 1 & 2 emissions
4,666,196
With the diversity of our Group, each of tonnes CO2e
our businesses face different challenges
in their management of the environment, 68.4%
which in turn means our responses
vary widely.
This year for the first time, we are reporting Transport emissions Non-NGER Act2
in supply chain5 Wesfarmers Group Scope 1 & 2 emissions
both absolute and relative metrics for our
greenhouse gas emissions, water use 650,925 total 286,214
and energy use. Using relative measures
tonnes CO2e
6,818,568 tonnes CO2e
provides a more accurate comparative 9.6% tonnes CO2e 4.2%
measure across a number of years,
FY11 = 7,698,837
despite potential changes in business
operations, for both our company and in 11.4% reduction
comparison to other similar organisations.
During the year, Wesfarmers sold two
subsidiaries: Wesfarmers Premier Coal Equity share
of joint venture/ Scope 3
Limited (Premier Coal) in December 2011; investment emissions4 emissions3
and Energy Generation Pty Ltd (enGen) in 347,018 868,215
August 2011. Data covering the ownership tonnes CO2e tonnes CO2e
period is included in the Data Bank on
5.1% 12.7%
pages 68 and 69. However, it is not
included throughout the rest of the report. 1 Audited by Ernst & Young (FY11: 5,044,231).
2 Assured by Net Balance (FY11: 564,978).
3 Assured by Net Balance (FY11: 740,082).
4 Provided by entities from their FY12 NGER Act records (FY11: 589,546).
5 Estimate based on data and assumptions, assured by Net Balance (FY11: 760,000).
Wesfarmers Sustainability Report 2012 19You can also read
