ESGBERT/base_data · Datasets at Hugging Face

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been audited against the RJC Code of Practices, which includes guidance on human rights.
3) 51 Signet suppliers were audited by a third party to receive an RJC certification.
In addition, Signet uses a risk-based approach based on RJC certification status and payables to identify suppliers for third-party audit.
In Fiscal 2022, Signet completed 17 ethical audits by a third party auditor.
In Fiscal 2022, Signet completed 10 SRSP data verification audits by a third-party auditor.
Signet Jewelers and Signet Direct Diamond Sourcing Limited (SDDS) is a wholly owned subsidiary of Signet Jewelers Ltd. are DeBeers sightholders and subject to annual compliance with the DeBeers Best Practices Principles (BPP).
DeBeers requires sightholders to be audited annually to validate compliance with the BPP Assurance Program.
In addition, Signet is subject to RJC audit every three years.
Signet’s recertification status is available on the RJC website.
Priority non-conformance rate and associated corrective action rate for suppliers’ labor code of conduct audits.
In Fiscal 2022, of the 17 ethical audits conducted by third-party auditors, 1 company required a reaudit.
However, each and every audit did have smaller corrective action items for suppliers.
Each supplier is required to formally respond to the corrective action items and respond via a process until all items are resolved.
Working hours and wages Please reference the Signet’s Supplier Code of Conduct.
For more information on our largest suppliers, please refer to page 40 of this report.
We work with the London Bullion Market Association to maintain a global precious metals supply chain with integrity.
Please note this disclosure is for Fiscal reporting period.
Signet requires all key suppliers to become Certified Responsible Jewellery Council (RJC) members by 2025.
As of December 31, 2021, 89%* of Signet’s jewelry by value is from RJC members.
A Signet representative is the Chair of the RJC.
(1) Signet had 2,854 retail locations as of year-end Fiscal 2022.
Signet experienced no data breaches in the past year.
CG-MR- (1) For eligible jewelry consultants in the US, our total average hourly wage is $20.55.
In Fiscal life through all of our actions.
The Signet Team Member Experience provides timely, relevant and consistent messaging and engages our team in common growth objectives to support the success of the organization.
The Team Member Experience unifies the Company as a whole, creates a unique value proposition, allows us to differentiate ourselves as a retailer and as an employer of choice.
The survey results reflected a renewed and clear sense of Purpose with nearly their work contributes to Signet's Purpose.
In FYa plan to reach goal #34 on packaging of Signet’s 2030 Corporate Sustainability Goals.
The below data reflects Signet’s 2021 EEO-1 filing and was certified on May 13, 2022.
Signet is legally required to submit an EEO-Employment Opportunity Commission (EEOC) on an annual basis.
Data submitted to the EEOC is for the US only.
Data is pulled for a particular payroll period.
Inspiring Love to create the kind of world we all want to live in.
Over the years our company has been focused on a core vision: that Domino’s can feed the power of possible, one pizza at a time, by bringing people together and inspiring connections over a simple, beloved food.
Brand stewardship for Domino’s means not only a focus on making amazing pizza and delivering a slice of joy to customers worldwide, but also keeping the brand aligned with our values.
This includes taking responsibility for our actions and the choices that impact our team members, our communities, and the planet we all share.
Domino’s takes great pride in being a work in progress brand, dedicated to continuous innovation and improvement in everything we do, learning from our mistakes to become better every day.
Domino’s 2021 stewardship report marks a new beginning.
have been the pizza delivery experts since we are not the expert at everything.
Our company has initiated a new drive to better understand our environmental and social impacts.
We have engaged outside experts to measure and quantify our environmental footprint and identify opportunities to get better.
With the help of these experts we conducted a materiality assessment, connected with key stakeholders inside and outside of the company, and developed a baseline report for our carbon, water and land use footprint in the United States.
We drafted an inaugural brand vision, with notable goals and objectives to drive change in the years and decades to come.
We completed the majority of the foundational work in late marked by a global pandemic and an increased focus on social justice issues.
This helped us to create a stronger commitment and determination to elevate our stewardship goals.
Future reports will provide us additional opportunities to discuss other important brand initiatives and policies.
As a brand in progress, we expect we will learn, grow and improve in all these important areas in the years to come, as we must, to be the true worldwide leader in pizza.
WhAt mAtterS moStWhAt mAtterS moSt This report is based on calendar 2019 data collected on Domino’s U.S. corporate stores, supply chain centers in the U.S. and Canada, as well as U.S. franchised stores, as work on our baseline measurements begun in 2020.
Domino’s system includes independent franchise owners who account for 94% of Domino’s stores in the United States.
Where franchised store data was unavailable for modeling purposes it was extrapolated from corporate store data, as we believe that our corporate store footprint is generally representative of a Domino’s store operational footprint in the U.S. Information related to Domino’s as an employer refers to Domino’s Pizza LLC and employees in our company-owned restaurants and supply chain centers, as well as our office and field support teams.
In future years we expect to be able to add more detailed information on the actions we are taking to achieve the ambitious targets set forth in this report.
This report has been guided by both the Sustainability Accounting Standards Board (SASB) framework and the Global Reporting Initiative (GRI) standards.
Starting with this report, Domino’s expects to now annually publish updates on our progress and track improvements, in conjunction with standards established by SASB and indexed to GRI standards.
What Matters Most: What Our Materiality Assessment Revealed In our approach to brand stewardship.
This assessment was conducted with the assistance of an independent third-party and was designed to ensure we received frank and authentic stakeholder input.
The approach was to establish key material stewardship topics and ask that they be ranked by stakeholders.
This survey covered topics and included input from 126 respondents.
The respondents represented a wide range of stakeholders including members of our board of directors, company leaders, franchisees, suppliers, shareholders, key corporate partners and industry associations.
The results helped us to establish going forward.
LEADING STEWARDSHIP TOPICS: Supply Chain Resilience - Collaborate with suppliers on actions that mitigate supply risk, support traceability and transparency, and increase climate risk resilience.
Store Logistics and Impact - Reduce the environmental impact of Domino’s stores, including lowering greenhouse gas emissions from delivery, producing less waste and increasing recycling efforts.
Inclusion and Diversity – Report publicly on inclusion and diversity efforts, while supporting the unique needs of a diverse workforce by investing in programs and training opportunities.
Product Safety and Quality – Implement requirements for suppliers that support supplier transparency, while aligning existing quality, safety, and other relevant process and programs with stewardship needs.
Community Engagement – Expand community support through corporate contributions and volunteering opportunities around feeding those in need, children, diversity, education and sustainability.
Team Member Development – Increase opportunities for vertical growth, competitive benefits and a positive workplace culture.
Franchisee Profitability – Continue to focus on the long-term financial success of Domino’s franchisees, including cost effective, and sustainable options and programs.
EMERGING STEWARDSHIP TOPICS: Transparent Reporting – Track progress and publicly report on Domino’s stewardship journey.
Economic Resilience of Farmers – Focus on programs that can help ensure the long-term resiliency of farmers, which impacts Domino’s supply chain.
This report also presents the inaugural outcome of our baseline data around greenhouse gas emissions, water usage and land use change impacts.
Based on these results, together with our materiality assessment, we have established a new vision, with pillars that ladder up to newly established long-term goals.
The power of possible drives much of our brand vision.
It encompasses what we can dream and achieve as an industry leader, from amazing stores to fulfilled team members and engaged franchisees, all playing a key role in a world that we share.
Fulfilling this vision requires a plan for tackling the things that matter most, which are informed by the materiality assessment and corporate footprint work started in 2020.
Domino’s to deliver the power of possible every day for the communities we serve, our people and the planet.
Community Impact Domino’s has a long history of caring for the communities we serve.
These four pillars provide the framework for fulfilling our vision and set our brand on a course for enhanced stewardship as we evolve and grow.
Our new long-term goals that we have set as part of this process include two new significant commitments on greenhouse gas emissions.
As the world transitions to a zero-carbon economy, Domino’s is committed to achieving net zero emissions across its value chain by 2050.
We believe that protecting the planet for future generations is the right thing to do for our customers, our team members and our business.
Within the next year, we will submit these targets for validation by the Science Based Targets initiative (SBTi).
And scope temperature rise to well-below 2˚C. We anticipate also developing and publishing an action plan for achieving these targets.
Our performance against these (2050) net zero goal.
More than emissions that are a result of activities from assets not owned or controlled by Domino’s.
This includes the emissions impacts from ingredients we purchase from suppliers, utilities and transportation, including delivery to our customers.
This also includes emissions from our U.S. franchisees.
The new greenhouse gas footprint provides us with the baseline against which we will track future performance.
We recognize the path to reducing We will reduce our scope 1 & 2 emissions 67% by 2035.
We will reduce our scope 10 51% 22% 18% 2019 Source of Emissions our emissions may not be easy.
By maximizing efficiency across our own operations, tapping into the spirit of innovation and technology leadership of our brand, and collaborating with our stakeholders, we are confident that we will get there.
WATER Water is a key resource that is facing increased variability and availability challenges due to climate change impacts.
Domino’s initial environmental footprint included water usage so that we could gain a better understanding of its impact and opportunities.
Domino’s 2019 water footprint was 85.6 million cubic meters of water.
The three main categories of water usage for Domino’s included purchased goods (including the production of ingredients and packaging materials), which accounted for 91% of water usage.
Next was utilities (purchased tap water, wastewater discharge and water consumption associated with purchased energy), which accounted for 4% of water usage.
Finally, logistics (energy extraction and fuel production for transportation) resulted in 4% of our water usage.
A key learning that arose during the footprint measurement process was the data quality from corporate store and supply chain operations, as well as from suppliers, was not as detailed or robust as we would like.
One of the more noteworthy items that came to light during our baseline analysis is the large role that our natural gas ovens play in our carbon footprint.
Ovens are a pivotal piece of equipment for all our stores.
They are at the heart of pizza making, and over the years new ovens have become more efficient.
As a brand known for innovation and technology, we look forward to working with our suppliers on future ovens that have a lower carbon footprint than the ovens of today.

been audited against the RJC Code of Practices, which includes guidance on human rights.

3) 51 Signet suppliers were audited by a third party to receive an RJC certification.

In addition, Signet uses a risk-based approach based on RJC certification status and payables to identify suppliers for third-party audit.

In Fiscal 2022, Signet completed 17 ethical audits by a third party auditor.

In Fiscal 2022, Signet completed 10 SRSP data verification audits by a third-party auditor.

Signet Jewelers and Signet Direct Diamond Sourcing Limited (SDDS) is a wholly owned subsidiary of Signet Jewelers Ltd. are DeBeers sightholders and subject to annual compliance with the DeBeers Best Practices Principles (BPP).

DeBeers requires sightholders to be audited annually to validate compliance with the BPP Assurance Program.

In addition, Signet is subject to RJC audit every three years.

Signet’s recertification status is available on the RJC website.

Priority non-conformance rate and associated corrective action rate for suppliers’ labor code of conduct audits.

In Fiscal 2022, of the 17 ethical audits conducted by third-party auditors, 1 company required a reaudit.

However, each and every audit did have smaller corrective action items for suppliers.

Each supplier is required to formally respond to the corrective action items and respond via a process until all items are resolved.

Working hours and wages Please reference the Signet’s Supplier Code of Conduct.

For more information on our largest suppliers, please refer to page 40 of this report.

We work with the London Bullion Market Association to maintain a global precious metals supply chain with integrity.

Please note this disclosure is for Fiscal reporting period.

Signet requires all key suppliers to become Certified Responsible Jewellery Council (RJC) members by 2025.

As of December 31, 2021, 89%* of Signet’s jewelry by value is from RJC members.

A Signet representative is the Chair of the RJC.

(1) Signet had 2,854 retail locations as of year-end Fiscal 2022.

Signet experienced no data breaches in the past year.

CG-MR- (1) For eligible jewelry consultants in the US, our total average hourly wage is $20.55.

In Fiscal life through all of our actions.

The Signet Team Member Experience provides timely, relevant and consistent messaging and engages our team in common growth objectives to support the success of the organization.

The Team Member Experience unifies the Company as a whole, creates a unique value proposition, allows us to differentiate ourselves as a retailer and as an employer of choice.

The survey results reflected a renewed and clear sense of Purpose with nearly their work contributes to Signet's Purpose.

In FYa plan to reach goal #34 on packaging of Signet’s 2030 Corporate Sustainability Goals.

The below data reflects Signet’s 2021 EEO-1 filing and was certified on May 13, 2022.

Signet is legally required to submit an EEO-Employment Opportunity Commission (EEOC) on an annual basis.

Data submitted to the EEOC is for the US only.

Data is pulled for a particular payroll period.

Inspiring Love to create the kind of world we all want to live in.

Over the years our company has been focused on a core vision: that Domino’s can feed the power of possible, one pizza at a time, by bringing people together and inspiring connections over a simple, beloved food.

Brand stewardship for Domino’s means not only a focus on making amazing pizza and delivering a slice of joy to customers worldwide, but also keeping the brand aligned with our values.

This includes taking responsibility for our actions and the choices that impact our team members, our communities, and the planet we all share.

Domino’s takes great pride in being a work in progress brand, dedicated to continuous innovation and improvement in everything we do, learning from our mistakes to become better every day.

Domino’s 2021 stewardship report marks a new beginning.

have been the pizza delivery experts since we are not the expert at everything.

Our company has initiated a new drive to better understand our environmental and social impacts.

We have engaged outside experts to measure and quantify our environmental footprint and identify opportunities to get better.

With the help of these experts we conducted a materiality assessment, connected with key stakeholders inside and outside of the company, and developed a baseline report for our carbon, water and land use footprint in the United States.

We drafted an inaugural brand vision, with notable goals and objectives to drive change in the years and decades to come.

We completed the majority of the foundational work in late marked by a global pandemic and an increased focus on social justice issues.

This helped us to create a stronger commitment and determination to elevate our stewardship goals.

Future reports will provide us additional opportunities to discuss other important brand initiatives and policies.

As a brand in progress, we expect we will learn, grow and improve in all these important areas in the years to come, as we must, to be the true worldwide leader in pizza.

WhAt mAtterS moStWhAt mAtterS moSt This report is based on calendar 2019 data collected on Domino’s U.S. corporate stores, supply chain centers in the U.S. and Canada, as well as U.S. franchised stores, as work on our baseline measurements begun in 2020.

Domino’s system includes independent franchise owners who account for 94% of Domino’s stores in the United States.

Where franchised store data was unavailable for modeling purposes it was extrapolated from corporate store data, as we believe that our corporate store footprint is generally representative of a Domino’s store operational footprint in the U.S. Information related to Domino’s as an employer refers to Domino’s Pizza LLC and employees in our company-owned restaurants and supply chain centers, as well as our office and field support teams.

In future years we expect to be able to add more detailed information on the actions we are taking to achieve the ambitious targets set forth in this report.

This report has been guided by both the Sustainability Accounting Standards Board (SASB) framework and the Global Reporting Initiative (GRI) standards.

Starting with this report, Domino’s expects to now annually publish updates on our progress and track improvements, in conjunction with standards established by SASB and indexed to GRI standards.

What Matters Most: What Our Materiality Assessment Revealed In our approach to brand stewardship.

This assessment was conducted with the assistance of an independent third-party and was designed to ensure we received frank and authentic stakeholder input.

The approach was to establish key material stewardship topics and ask that they be ranked by stakeholders.

This survey covered topics and included input from 126 respondents.

The respondents represented a wide range of stakeholders including members of our board of directors, company leaders, franchisees, suppliers, shareholders, key corporate partners and industry associations.

The results helped us to establish going forward.

LEADING STEWARDSHIP TOPICS: Supply Chain Resilience - Collaborate with suppliers on actions that mitigate supply risk, support traceability and transparency, and increase climate risk resilience.

Store Logistics and Impact - Reduce the environmental impact of Domino’s stores, including lowering greenhouse gas emissions from delivery, producing less waste and increasing recycling efforts.

Inclusion and Diversity – Report publicly on inclusion and diversity efforts, while supporting the unique needs of a diverse workforce by investing in programs and training opportunities.

Product Safety and Quality – Implement requirements for suppliers that support supplier transparency, while aligning existing quality, safety, and other relevant process and programs with stewardship needs.

Community Engagement – Expand community support through corporate contributions and volunteering opportunities around feeding those in need, children, diversity, education and sustainability.

Team Member Development – Increase opportunities for vertical growth, competitive benefits and a positive workplace culture.

Franchisee Profitability – Continue to focus on the long-term financial success of Domino’s franchisees, including cost effective, and sustainable options and programs.

EMERGING STEWARDSHIP TOPICS: Transparent Reporting – Track progress and publicly report on Domino’s stewardship journey.

Economic Resilience of Farmers – Focus on programs that can help ensure the long-term resiliency of farmers, which impacts Domino’s supply chain.

This report also presents the inaugural outcome of our baseline data around greenhouse gas emissions, water usage and land use change impacts.

Based on these results, together with our materiality assessment, we have established a new vision, with pillars that ladder up to newly established long-term goals.

The power of possible drives much of our brand vision.

It encompasses what we can dream and achieve as an industry leader, from amazing stores to fulfilled team members and engaged franchisees, all playing a key role in a world that we share.

Fulfilling this vision requires a plan for tackling the things that matter most, which are informed by the materiality assessment and corporate footprint work started in 2020.

Domino’s to deliver the power of possible every day for the communities we serve, our people and the planet.

Community Impact Domino’s has a long history of caring for the communities we serve.

These four pillars provide the framework for fulfilling our vision and set our brand on a course for enhanced stewardship as we evolve and grow.

Our new long-term goals that we have set as part of this process include two new significant commitments on greenhouse gas emissions.

As the world transitions to a zero-carbon economy, Domino’s is committed to achieving net zero emissions across its value chain by 2050.

We believe that protecting the planet for future generations is the right thing to do for our customers, our team members and our business.

Within the next year, we will submit these targets for validation by the Science Based Targets initiative (SBTi).

And scope temperature rise to well-below 2˚C. We anticipate also developing and publishing an action plan for achieving these targets.

Our performance against these (2050) net zero goal.

More than emissions that are a result of activities from assets not owned or controlled by Domino’s.

This includes the emissions impacts from ingredients we purchase from suppliers, utilities and transportation, including delivery to our customers.

This also includes emissions from our U.S. franchisees.

The new greenhouse gas footprint provides us with the baseline against which we will track future performance.

We recognize the path to reducing We will reduce our scope 1 & 2 emissions 67% by 2035.

We will reduce our scope 10 51% 22% 18% 2019 Source of Emissions our emissions may not be easy.

By maximizing efficiency across our own operations, tapping into the spirit of innovation and technology leadership of our brand, and collaborating with our stakeholders, we are confident that we will get there.

WATER Water is a key resource that is facing increased variability and availability challenges due to climate change impacts.

Domino’s initial environmental footprint included water usage so that we could gain a better understanding of its impact and opportunities.

Domino’s 2019 water footprint was 85.6 million cubic meters of water.

The three main categories of water usage for Domino’s included purchased goods (including the production of ingredients and packaging materials), which accounted for 91% of water usage.

Next was utilities (purchased tap water, wastewater discharge and water consumption associated with purchased energy), which accounted for 4% of water usage.

Finally, logistics (energy extraction and fuel production for transportation) resulted in 4% of our water usage.

A key learning that arose during the footprint measurement process was the data quality from corporate store and supply chain operations, as well as from suppliers, was not as detailed or robust as we would like.

One of the more noteworthy items that came to light during our baseline analysis is the large role that our natural gas ovens play in our carbon footprint.

Ovens are a pivotal piece of equipment for all our stores.

They are at the heart of pizza making, and over the years new ovens have become more efficient.

As a brand known for innovation and technology, we look forward to working with our suppliers on future ovens that have a lower carbon footprint than the ovens of today.