Stakeholders
Allreal wishes to enter into real dialogue with its stakeholders. To this end, the company has created and established various platforms over the last few years. These include customer satisfaction surveys, extended employee surveys and training sessions on the Code of Conduct, which have a direct impact on the continuing development of products and communication channels. The most important stakeholders and the contact intervals are defined as follows:
| Administration/authorities | As and when required |
| Meetings | |
| Postal mail | |
| Telephone conversations |
| Clients/customers | As and when required |
| Online surveys | |
| Meetings | |
| Telephone conversations | |
| Events | |
| Websites |
| Contractors/suppliers | Frequently |
| Meetings | |
| Postal mail | |
| Telephone conversations |
| Employees | Frequently |
| Intranet | |
| Events | |
| Surveys | |
| Online form for suggestions for improvement | |
| Independent notification body in the event of improper conduct | |
| Training |
| Financial analysts/investors | Regularly |
| Events | |
| Webcast | |
| Media | As and when required |
| Press releases | |
| Telephone conversations |
| The public | As and when required |
| Websites | |
| Postal mail | |
| Telephone conversations | |
| Events |
| Shareholders | Regularly |
| Reporting | |
| Annual General meeting | |
| Website | |
| Webcast |
Key topics
In dialogue with the most important stakeholders, the company has defined the following key topics for Allreal:
Environment
Allreal has and assumes environmental responsibilities. On the one hand, energy consumption and greenhouse gas emissions can be reduced by renovating buildings and infrastructure in yield-producing properties. On the other hand, Allreal is applying demanding standards and using future-oriented technologies for new builds, especially those it develops in-house.
Employment
Allreal attaches importance to being an attractive employer. Given the current shortage of specialist staff within certain of the professional groups employed at Allreal, it is important that the company’s employees can develop further and receive support in the process. As a real estate company with its own Projects & Development division, the prevention of accidents is a top priority for Allreal. Freedom from discrimination as well as equal pay and equal opportunities are all put into practice at Allreal.
Compliance
Allreal treats its contractors, customers and partners as equals, acting as a fair and reliable negotiating partner. Compliance with the applicable rules and laws – especially provisions relating to labour and social security – is of particular importance to the company.
Economic performance
Since its flotation 20 years ago, the company has been successfully operating in the Swiss real estate market and generating stable, recurring returns for its shareholders. A large number of tenants, employees and contractors depend on the healthy financial development of the company. Allreal is convinced that the economic success of a company must be consistent with sustainable and responsible working practices.
GRI Content Index 2021
This report has been prepared in accordance with the GRI Standards: Core option
102 | General Disclosures 2016 | |
Organisational Profile | ||
102-1 | Name of organisation | |
102-2 | Activities, brands, products, and services | |
102-3 | Location of headquarters | Legal HQ: CH-6340 Baar Operational HQ: CH-8152 Glattpark |
102-4 | Location of operations | Switzerland |
102-5 | Ownership and legal form | |
102-6 | Markets served | Switzerland |
102-7 | Scale of the organisation | |
102-8 | Information on employees and other workers | |
102-9 | Supply chain | |
102-10 | Significant changes to the organization and its supply chain | Acquisition of individual companies belonging to Immosynergies Holding Sàrl, Cointrin, by 15 October 2021 |
102-11 | Precautionary Principle or approach | 2021 Annual Report – Notes on the consolidated statement of comprehensive income |
102-12 | External initiatives | None |
102-13 | Membership of associations |
|
Strategy | ||
102-14 | Statement from senior decision-maker | |
Ethics and integrity | ||
102-16 | Values, principles, standards, and norms of behaviour | |
Governance | ||
102-18 | Governance structure | |
Stakeholder engagement | ||
102-40 | List of stakeholder groups | 2021 CSR – GRI |
102-41 | Collective bargaining agreements | 0% of employees covered by collective agreements |
102-42 | Identifying and selecting stakeholders | 2021 CSR – GRI |
102-43 | Approach to stakeholder engagement | 2021 CSR – GRI |
102-44 | Key topics and concerns raised | 2021 CSR – GRI |
Reporting practice | ||
102-45 | Entities included in the consolidated financial statements | |
102-46 | Defining report content and topic Boundaries | 2021 CSR – GRI |
102-47 | List of material topics | 2021 CSR – GRI |
102-48 | Restatements of information | Only comparisons were made with previous reports if the data collection was based on the same principles. |
102-49 | Changes in reporting | none |
102-50 | Reporting period | Calendar year, 1.1.–31.12.2021 |
102-51 | Date of most recent report | 24 February 2021 |
102-52 | Reporting cycle | Annual |
102-53 | Contact point for questions regarding the report | |
102-54 | Claims of reporting in accordance with the GRI Standards | This report has been prepared in accordance with the GRI Standards: Core option |
102-55 | GRI content index | |
102-56 | External assurance | This report has not been externally audited |
201 | Economic performance 2016 | |
103-1/2/3 | Management approach | |
201-1 | Direct economic value generated and distributed | |
201-3 | Defined benefit plan obligations and other retirement plans | 2021 Annual Report – Notes to the consolidated financial statements |
204 | Procurement Practices 2016 | |
103-1/2/3 | Management approach | |
204-1 | Proportion of spending on local suppliers | |
205 | Anti-Corruption 2016 | |
103-1/2/3 | Management approach | |
205-1 | Operations assessed for risks related to corruption | 2021: none |
205-2 | Communication and training about anti-corruption policies and procedures | 2021 CSR – Compliance |
205-3 | Confirmed incidents of corruption and actions taken | 2021 CSR – Compliance |
302 | Energy 2016 | |
103-1/2/3 | Management approach | |
302-1 | Energy consumption within the organization | |
302-3 | Energy intensity | |
305 | Emissions 2016 | |
103-1/2/3 | Management approach | |
305-1 | Direct (Scope 1) GHG emissions | |
305-2 | Energy indirect (Scope 2) GHG emissions | |
307 | Environmental compliance 2016 | |
103-1/2/3 | Management approach | |
307-1 | Non-compliance with environmental laws and regulations | |
401 | Employment 2016 | |
103-1/2/3 | Management approach | |
401-1 | New employee hires and employee turnover | |
401-2 | Benefits provided to full-time employees that are not provided to temporary or part-time employees | None. Identical company services and benefits for all employees |
403 | Occupational Health and Safety 2018 | |
103-1/2/3 | Management approach | |
403-5 | Worker training on occupational health and safety | 2021 CSR – Society |
| 403-9 | Work-related injuries | 2021 CSR – Society |
404 | Training and Education 2016 | |
103-1/2/3 | Management approach | |
404-1 | Average hours of training per year per employee | 2021 CSR – Society |
404-2 | Programs for upgrading employee skills and transition assistance programs | 2021 CSR – Society |
404-3 | Percentage of employees receiving regular performance and career development reviews | 2021 CSR – Society |
405 | Diversity and Equal Opportunity 2016 | |
103-1/2/3 | Management approach | |
405-1 | Diversity of governance bodies and employees | |
405-2 | Ratio of basic salary and remuneration of women to men | |
406 | Non-Discrimination 2016 | |
103-1/2/3 | Management approach | |
406-1 | Incidents of discrimination and corrective actions taken | 2021 CSR – Compliance |
418 | Customer Privacy 2016 | |
103-1/2/3 | Management approach | |
418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data | 2021 CSR – Compliance |
419 | Socio-economic Compliance 2016 | |
103-1/2/3 | Management approach | |
419-1 | Non-compliance with laws and regulations in the social and economic area | 2021 CSR – Compliance |