ESGBERT/base_data · Datasets at Hugging Face

sentence stringlengths 1 23.5k ⌀
All of our suppliers are expected to adhere to our Supplier Code of Conduct.
Corporate Governance Principles Given the importance of environmental, social and governance (“ESG”) initiatives, the entire Board has determined to retain oversight of such initiatives and support the implementation of the Company’s ESG priorities rather than delegate these efforts to a specific Committee.
Board oversight is of ESG matters in general, rather than concentrating oversight of all ESG initiatives into any one Committee.
At the operational level, the Senior Vice President of Global Development & Sustainability assesses and manages ESG risks and shapes ESG strategy for the organization in partnership with other senior leaders who comprise our crossfunctional ESG Steering Committee, including leaders who report directly to the CEO.
This Stewardship Steering Committee is responsible for setting direction and driving accountability as we work to address material issues, work with key stakeholders and measure and report our progress.
Identifying and selecting stakeholders Approach to stakeholder engagement 102-43 Domino’s engagement with stakeholders ranges from one-time discussions to regular interaction and partnership on projects.
As part of the preparation for this report, Domino’s engaged with key stakeholders during the materiality assessment.
Domino’s conducted a materiality assessment and environmental footprint as part of the preparation of this report.
These inputs guided our reporting and key focus areas.
We engage routinely with key stakeholders to ensure we have the most updated input on the ESG topics that are most important to them.
This is Domino’s inaugural report indexed to GRI standards; therefore we have no restatements of information to report.
This is Domino’s inaugural report presenting a materiality assessment; therefore we have no significant changes from previous reporting periods to report.
Explanation of the material topic and its Boundary 2019 10-K The management approach and its components 103-2 Evaluation of the management approach 103-3 Direct economic value generated and distributed 201-1 2019 10-K, page 45 Defined benefit plan obligations and other retirement plans 201-3 Domino’s offers a 401(k) Plan and matches the first 5% of 401(k) contributions dollar for dollar.
Annual Report on Form the Domino’s Pizza 401(k) Savings Plan.
Total energy consumption (diesel, natural gas, propane, electricity) Based on 2019 utility bills and fuel purchases; consumption estimated in limited circumstances where data was not available.
Calculated using EIA & MIT conversion factors, following the GHG protocol.
Based on not available, total water withdrawals for Domino's corporate stores, offices, and supply chain centers in 2019 are estimated to be 937,261 m3 (937.26 ML).
All material withdrawals were from freshwater, third-party municipal systems.
This does not include indirect water consumption, which is discussed further in the Water section.
Water discharge Total water discharges for Domino's corporate stores and supply chain centers in 2019 are estimated to be 845,686 m3 (845.69 ML).
This assumes that all water not otherwise consumed in dough production or making pizza sauce in corporate stores was discharged.
All discharges were to freshwater municipal treatment facilities.
Domino's seeks to follow all local laws and regulations for water discharge quality and quantity and our facilities are designed to produce discharges consistent with local requirements.
in 2019 is estimated to be 91,575 m3 (91.58 ML).
This includes water consumed in dough production and in making pizza sauce.
Total high' baseline water stress by World Resources Institute’s (WRI) Water Risk Atlas tool, Aqueduct, is estimated to be 29,892 m3 (29.89 ML).
Domino's total water footprint inclusive of indirect consumption was 85.6 million m3 in 2019.
For details on this figure, please see the Water section of our stewardship report.
GHG emissions include carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), hydrofluorocarbons (HFCs), perfluorocarbons (PCFs), sulphur hexafluoride (SF6) and nitrogen trifluoride (NF3) and were calculated in accordance with the GHG Protocol.
Following GHG Protocol Guidance, COand biogenic carbon contained in waste and CH4 emissions from decomposition of biogenic materials in landfill or waste to energy (WTE) technologies are captured in the overall corporate carbon footprint.
All other biogenic COunder the carbon neutrality assumption.
At directly operated facilities in supply chain, corporate stores and headquarters where data was available, Domino’s generated approximately 2019.
This encompasses data available from our primary waste vendors.
in supply chain, corporate stores and headquarters where data was available, approximately 37%, or 5,914 tons, was diverted to recycling from disposal.
We do not generate material quantities of hazardous waste.
in supply chain, corporate stores and headquarters where data was available, approximately 63%, or 9,906 tons, was directed to disposal.
We do not genterate material quantities of hazardous waste.
we are committed to compensation that is fair and equitable, based on both market-based and performance-based metrics.
We undertake regular reviews to ensure that there are no distinguishable pay disparities by gender, age or race.
GRI Explanation of the material topic and its Boundary 103-1 Community Impact The management approach and its components 103-2 Evaluation of the management approach 103-3 Operations with local community engagement, impact assessments, and development programs 413-1 Domino's works with local authorities when constructing new facilities and follows all relevant laws and complies with local market regulations related to permitting and zoning as well as local employment and occupational safety practices.
Based on circumstances where data was not available.
FB-RN Based on 2019 utility bills and estimated in limited circumstances where data was not available, total water withdrawals for Domino's corporate stores, offices, and supply chain centers in 2019 are estimated to be 937,261 m3 (937.26 ML).
Approximately of total 2019 withdrawal was in water stress areas, defined as 'high' or 'extremely high' baseline water stress by World Resources Institute’s (WRI) Water Risk Atlas tool, Aqueduct.
Total water consumption for Domino's corporate supply chain centers and stores in 2019 is estimated to be 91,575 m3 (91.58 ML).
Approximately consumption was in water stress areas, defined as 'high' or 'extremely high' baseline water stress by World Resources Institute’s (WRI) Water Risk Atlas tool, Aqueduct.
For details on this figure, please se the Water section of our stewardship report.
FOOD & PACKAGING WASTE MANAGEMENT (percentage food waste, and (3) percentage diverted FB-RN150a.1 At directly operated facilitates in supply chain, corporate stores and headquarters where data was available, Domino’s generated approximately 15,820 tons of waste in 2019; approximately 37% was diverted to recycling from disposal.
Environmental Impact: Recycling and Waste (percentage made from recycled and/or renewable materials, and (3) percentage that is recyclable, reusable, and/or compostable FB-RN150a.2 A majority of Domino's menu items are served in cardboard boxes, which contain 30 - 70% recycled fiber, and are recyclable/ compostable.
We are working with our suppliers to increase visibility into our packaging.
This material refernces the SASB Restaurants Standard, Version 2018-10.
(inspected by a food safety oversight body, (2) percentage receiving critical violations FB-RN250a.1 Domino’s has partnered with third-party food safety experts to provide enhanced food safety training and conduct annual food safety evaluations at all of our stores with a focus on building and sustaining a strong food safety culture.
Through rigorous data analysis and applied, active managerial control, we continually drive improvement on food safety performance and compliance to the Domino’s Food Safety Standards.
((2) total amount of food product recalled FB-RN250a.2 Our supplier Ready Pac was involved in an involuntary recall in 2019 as requested by the US FDA.
The recall was due to E.coli contamination of romaine lettuce.
No salads produced by our supplier and sold by Domino’s resulted in serious illness, fatality, or legal proceeding.
Domino’s was refunded for the unsellable product from the supplier.
As a result of this incident, Domino's now requires region of harvest to be labeled on salads to allow for more targeted recalls in the event of future issue.
NUTRITIONAL CONTENT (consistent with national dietary guidelines and (2) revenue from these options FB-RN260a.1 All nutrition information, allergen, and ingredient lists for all Domino's menu items is available at: (view here).
Our only product developed with children's nutrition in mind is the school lunch pizza, which is compliant with the USDA National School Lunch Program.
Our school lunch program is targeted to school lunch directors who are responsible for choosing meal options for their schools, not directly to children.
We do not target children in our advertising.
(turnover rate for restaurant employees FB-RN310a.1 Domino's is committed to being an employer of choice and providing opportunity for store team members.
Learn more about our labor practices in the Empowering People section.
(and (2) percentage of restaurant employees earning minimum wage, by region FB-RN310a.2 Total amount of monetary losses as a result of legal proceedings associated with (1) labor law violations and (2) employment discrimination FB-RN310a.3 Domino's is committed to following all labor laws and does not tolerate discrimination.
We are working with our suppliers to increase visibility into the practices used in our pork supply chain.
ACTIVITY METRICS Number of ((2) franchise restaurants FB-RN000.A 2019 10-K; pages 4-5 As of December 29, 2019, there were 342 company-owned stores, 5,784 US franchise stores and 10,894 international franchise stores.
Number of employees at (company-owned and (2) franchise locations FB-RN000.B Domino's employed approximately 13,100 people as of 12/29/19.
Domino's franchises operate as independent businesses, therefore Domino's does not have data on the number of employees at franchise locations.
practices, sound governance, and resource stewardship is foundational to our core purpose of Delivering Goods for the Good of All.
We recog nize that further integrating the key principles of sustainability, including actions and transparency in environmental stewardship, safety and quality as surance, corporate social responsibility, governance, and diversity and inclusion, are critical to enhancing Trinity’s long-term value.
Our work—the leasing and servicing, manufacturing, maintenance, and repair of railcars—is essential to support North America’s transportation system and the delivery of food, fuel, medicine, and other vital supplies that sustain our communities.
Railcars are a sustainable mode of transportation and play an important role in the industrial supply chain by transporting our country’s most important products across the North American continent.
I am proud of the role that our railcars play in reducing the overall environmental footprint of the transportation industry.
To be prudent stewards of our business for the long-term, we must recognize climate change as a challenge facing our business, industry, and commu nities today.
We are committed to contributing to a more resource-efficient economy and embedding climate change mitigation into our business strategy to help confront challenges faced in the areas of en ergy management, fuel economy and efficiency, and materials sourcing.
Building upon these efforts moving forward, we expect to complete our first ques tionnaire as part of the CDP global environmental disclosure system.
Our communities faced a particularly difficult challenge in 2020, the COVID-19 pandemic.
As the global pandemic and the unprecedented responses unfolded, Trinity took vigilant action to support all of our stakeholders.
Our top priority was always and remains the health and safety of our employees, as well as continuing to support our customers and operations.
At Trinity, we all play an important part in supporting the continuity of our operations and in the global response to COVID-19.
As part of their re sponse to this pandemic, governments cited the con tinuing operations of the rail and highway industries as critical to response efforts, as our work is essential to supporting the railroads and road transportation systems, as they deliver food, fuel, medicine and other supplies that will sustain communities.
While we are proud to provide these important services, we remain committed to ensuring the health and safety of our employees and the residents of the communities in which we live and work.
slow the spread of the virus and have implement ed safeguards to protect our team members.
We implemented social distancing and mask wearing practices, increased the frequency of cleaning and disinfecting of facilities, staggered shifts and limited occupancies, and have instituted additional safety procedures that keep our employees safe and healthy.
I am very pleased with how our cross-functional teams are collaborating and communicating regularly about recommended best practices, as well as instituting measures consistent with regulatory requirements and guidance from health authorities.
Recognizing that Trinity’s strong culture will help drive value over the long-term, we continuously strive to attract and retain highly skilled and diverse employees, while also providing and promoting opportunities for professional development.
We are committed to continuing the creation of a diverse, equitable, and inclusive culture where all employees are respected, valued and engaged.
We are committed to employees’ health and safety.
Environmental, health and safety initiatives are central to the operations of our business, and the entire Trinity team works to continually improve our safety performance.
and Responsible Care® standards, which helps us identify and mitigate health and safety risks through operations management, health and safety training, emergency preparedness, performance auditing, program certification, and improvement targets.
We also strive to support the communities in which we live and work, leveraging our relationships and partnerships to amplify our impact.
Philanthropy and community involvement are cornerstones of our culture, and Trinity’s U.S. and Mexico charitable campaigns are of local and national significance.
Consistent with our corporate purpose, Trinity’s charitable contributions support physical health, community education, and disaster recovery, and are essential to building thriving communities.
Trinity’s Board of Directors and senior management teams oversee our sustainability and enterprise purpose actions and goals.
Strong governance prac tices support and promote the long-term interests of our stakeholders while ensuring accountability and inspiring trust.
The directors are a strong team of financial and strategic professionals with proven, independent, and diverse executive talent.
Importantly, directors self-identify as gender or racially diverse.
We are pleased to publish this inaugural Corporate Social Responsibility report.
Our purpose, Deliver ing Goods for the Good of All, is the foundation for everything we do at Trinity.
This purpose guides our business culture as we endeavor to use company resources in ways that positively contribute to all stakeholders.

All of our suppliers are expected to adhere to our Supplier Code of Conduct.

Corporate Governance Principles Given the importance of environmental, social and governance (“ESG”) initiatives, the entire Board has determined to retain oversight of such initiatives and support the implementation of the Company’s ESG priorities rather than delegate these efforts to a specific Committee.

Board oversight is of ESG matters in general, rather than concentrating oversight of all ESG initiatives into any one Committee.

At the operational level, the Senior Vice President of Global Development & Sustainability assesses and manages ESG risks and shapes ESG strategy for the organization in partnership with other senior leaders who comprise our crossfunctional ESG Steering Committee, including leaders who report directly to the CEO.

This Stewardship Steering Committee is responsible for setting direction and driving accountability as we work to address material issues, work with key stakeholders and measure and report our progress.

Identifying and selecting stakeholders Approach to stakeholder engagement 102-43 Domino’s engagement with stakeholders ranges from one-time discussions to regular interaction and partnership on projects.

As part of the preparation for this report, Domino’s engaged with key stakeholders during the materiality assessment.

Domino’s conducted a materiality assessment and environmental footprint as part of the preparation of this report.

These inputs guided our reporting and key focus areas.

We engage routinely with key stakeholders to ensure we have the most updated input on the ESG topics that are most important to them.

This is Domino’s inaugural report indexed to GRI standards; therefore we have no restatements of information to report.

This is Domino’s inaugural report presenting a materiality assessment; therefore we have no significant changes from previous reporting periods to report.

Explanation of the material topic and its Boundary 2019 10-K The management approach and its components 103-2 Evaluation of the management approach 103-3 Direct economic value generated and distributed 201-1 2019 10-K, page 45 Defined benefit plan obligations and other retirement plans 201-3 Domino’s offers a 401(k) Plan and matches the first 5% of 401(k) contributions dollar for dollar.

Annual Report on Form the Domino’s Pizza 401(k) Savings Plan.

Total energy consumption (diesel, natural gas, propane, electricity) Based on 2019 utility bills and fuel purchases; consumption estimated in limited circumstances where data was not available.

Calculated using EIA & MIT conversion factors, following the GHG protocol.

Based on not available, total water withdrawals for Domino's corporate stores, offices, and supply chain centers in 2019 are estimated to be 937,261 m3 (937.26 ML).

All material withdrawals were from freshwater, third-party municipal systems.

This does not include indirect water consumption, which is discussed further in the Water section.

Water discharge Total water discharges for Domino's corporate stores and supply chain centers in 2019 are estimated to be 845,686 m3 (845.69 ML).

This assumes that all water not otherwise consumed in dough production or making pizza sauce in corporate stores was discharged.

All discharges were to freshwater municipal treatment facilities.

Domino's seeks to follow all local laws and regulations for water discharge quality and quantity and our facilities are designed to produce discharges consistent with local requirements.

in 2019 is estimated to be 91,575 m3 (91.58 ML).

This includes water consumed in dough production and in making pizza sauce.

Total high' baseline water stress by World Resources Institute’s (WRI) Water Risk Atlas tool, Aqueduct, is estimated to be 29,892 m3 (29.89 ML).

Domino's total water footprint inclusive of indirect consumption was 85.6 million m3 in 2019.

For details on this figure, please see the Water section of our stewardship report.

GHG emissions include carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O), hydrofluorocarbons (HFCs), perfluorocarbons (PCFs), sulphur hexafluoride (SF6) and nitrogen trifluoride (NF3) and were calculated in accordance with the GHG Protocol.

Following GHG Protocol Guidance, COand biogenic carbon contained in waste and CH4 emissions from decomposition of biogenic materials in landfill or waste to energy (WTE) technologies are captured in the overall corporate carbon footprint.

All other biogenic COunder the carbon neutrality assumption.

At directly operated facilities in supply chain, corporate stores and headquarters where data was available, Domino’s generated approximately 2019.

This encompasses data available from our primary waste vendors.

in supply chain, corporate stores and headquarters where data was available, approximately 37%, or 5,914 tons, was diverted to recycling from disposal.

We do not generate material quantities of hazardous waste.

in supply chain, corporate stores and headquarters where data was available, approximately 63%, or 9,906 tons, was directed to disposal.

We do not genterate material quantities of hazardous waste.

we are committed to compensation that is fair and equitable, based on both market-based and performance-based metrics.

We undertake regular reviews to ensure that there are no distinguishable pay disparities by gender, age or race.

GRI Explanation of the material topic and its Boundary 103-1 Community Impact The management approach and its components 103-2 Evaluation of the management approach 103-3 Operations with local community engagement, impact assessments, and development programs 413-1 Domino's works with local authorities when constructing new facilities and follows all relevant laws and complies with local market regulations related to permitting and zoning as well as local employment and occupational safety practices.

Based on circumstances where data was not available.

FB-RN Based on 2019 utility bills and estimated in limited circumstances where data was not available, total water withdrawals for Domino's corporate stores, offices, and supply chain centers in 2019 are estimated to be 937,261 m3 (937.26 ML).

Approximately of total 2019 withdrawal was in water stress areas, defined as 'high' or 'extremely high' baseline water stress by World Resources Institute’s (WRI) Water Risk Atlas tool, Aqueduct.

Total water consumption for Domino's corporate supply chain centers and stores in 2019 is estimated to be 91,575 m3 (91.58 ML).

Approximately consumption was in water stress areas, defined as 'high' or 'extremely high' baseline water stress by World Resources Institute’s (WRI) Water Risk Atlas tool, Aqueduct.

For details on this figure, please se the Water section of our stewardship report.

FOOD & PACKAGING WASTE MANAGEMENT (percentage food waste, and (3) percentage diverted FB-RN150a.1 At directly operated facilitates in supply chain, corporate stores and headquarters where data was available, Domino’s generated approximately 15,820 tons of waste in 2019; approximately 37% was diverted to recycling from disposal.

Environmental Impact: Recycling and Waste (percentage made from recycled and/or renewable materials, and (3) percentage that is recyclable, reusable, and/or compostable FB-RN150a.2 A majority of Domino's menu items are served in cardboard boxes, which contain 30 - 70% recycled fiber, and are recyclable/ compostable.

We are working with our suppliers to increase visibility into our packaging.

This material refernces the SASB Restaurants Standard, Version 2018-10.

(inspected by a food safety oversight body, (2) percentage receiving critical violations FB-RN250a.1 Domino’s has partnered with third-party food safety experts to provide enhanced food safety training and conduct annual food safety evaluations at all of our stores with a focus on building and sustaining a strong food safety culture.

Through rigorous data analysis and applied, active managerial control, we continually drive improvement on food safety performance and compliance to the Domino’s Food Safety Standards.

((2) total amount of food product recalled FB-RN250a.2 Our supplier Ready Pac was involved in an involuntary recall in 2019 as requested by the US FDA.

The recall was due to E.coli contamination of romaine lettuce.

No salads produced by our supplier and sold by Domino’s resulted in serious illness, fatality, or legal proceeding.

Domino’s was refunded for the unsellable product from the supplier.

As a result of this incident, Domino's now requires region of harvest to be labeled on salads to allow for more targeted recalls in the event of future issue.

NUTRITIONAL CONTENT (consistent with national dietary guidelines and (2) revenue from these options FB-RN260a.1 All nutrition information, allergen, and ingredient lists for all Domino's menu items is available at: (view here).

Our only product developed with children's nutrition in mind is the school lunch pizza, which is compliant with the USDA National School Lunch Program.

Our school lunch program is targeted to school lunch directors who are responsible for choosing meal options for their schools, not directly to children.

We do not target children in our advertising.

(turnover rate for restaurant employees FB-RN310a.1 Domino's is committed to being an employer of choice and providing opportunity for store team members.

Learn more about our labor practices in the Empowering People section.

(and (2) percentage of restaurant employees earning minimum wage, by region FB-RN310a.2 Total amount of monetary losses as a result of legal proceedings associated with (1) labor law violations and (2) employment discrimination FB-RN310a.3 Domino's is committed to following all labor laws and does not tolerate discrimination.

We are working with our suppliers to increase visibility into the practices used in our pork supply chain.

ACTIVITY METRICS Number of ((2) franchise restaurants FB-RN000.A 2019 10-K; pages 4-5 As of December 29, 2019, there were 342 company-owned stores, 5,784 US franchise stores and 10,894 international franchise stores.

Number of employees at (company-owned and (2) franchise locations FB-RN000.B Domino's employed approximately 13,100 people as of 12/29/19.

Domino's franchises operate as independent businesses, therefore Domino's does not have data on the number of employees at franchise locations.

practices, sound governance, and resource stewardship is foundational to our core purpose of Delivering Goods for the Good of All.

We recog nize that further integrating the key principles of sustainability, including actions and transparency in environmental stewardship, safety and quality as surance, corporate social responsibility, governance, and diversity and inclusion, are critical to enhancing Trinity’s long-term value.

Our work—the leasing and servicing, manufacturing, maintenance, and repair of railcars—is essential to support North America’s transportation system and the delivery of food, fuel, medicine, and other vital supplies that sustain our communities.

Railcars are a sustainable mode of transportation and play an important role in the industrial supply chain by transporting our country’s most important products across the North American continent.

I am proud of the role that our railcars play in reducing the overall environmental footprint of the transportation industry.

To be prudent stewards of our business for the long-term, we must recognize climate change as a challenge facing our business, industry, and commu nities today.

We are committed to contributing to a more resource-efficient economy and embedding climate change mitigation into our business strategy to help confront challenges faced in the areas of en ergy management, fuel economy and efficiency, and materials sourcing.

Building upon these efforts moving forward, we expect to complete our first ques tionnaire as part of the CDP global environmental disclosure system.

Our communities faced a particularly difficult challenge in 2020, the COVID-19 pandemic.

As the global pandemic and the unprecedented responses unfolded, Trinity took vigilant action to support all of our stakeholders.

Our top priority was always and remains the health and safety of our employees, as well as continuing to support our customers and operations.

At Trinity, we all play an important part in supporting the continuity of our operations and in the global response to COVID-19.

As part of their re sponse to this pandemic, governments cited the con tinuing operations of the rail and highway industries as critical to response efforts, as our work is essential to supporting the railroads and road transportation systems, as they deliver food, fuel, medicine and other supplies that will sustain communities.

While we are proud to provide these important services, we remain committed to ensuring the health and safety of our employees and the residents of the communities in which we live and work.

slow the spread of the virus and have implement ed safeguards to protect our team members.

We implemented social distancing and mask wearing practices, increased the frequency of cleaning and disinfecting of facilities, staggered shifts and limited occupancies, and have instituted additional safety procedures that keep our employees safe and healthy.

I am very pleased with how our cross-functional teams are collaborating and communicating regularly about recommended best practices, as well as instituting measures consistent with regulatory requirements and guidance from health authorities.

Recognizing that Trinity’s strong culture will help drive value over the long-term, we continuously strive to attract and retain highly skilled and diverse employees, while also providing and promoting opportunities for professional development.

We are committed to continuing the creation of a diverse, equitable, and inclusive culture where all employees are respected, valued and engaged.

We are committed to employees’ health and safety.

Environmental, health and safety initiatives are central to the operations of our business, and the entire Trinity team works to continually improve our safety performance.

and Responsible Care® standards, which helps us identify and mitigate health and safety risks through operations management, health and safety training, emergency preparedness, performance auditing, program certification, and improvement targets.

We also strive to support the communities in which we live and work, leveraging our relationships and partnerships to amplify our impact.

Philanthropy and community involvement are cornerstones of our culture, and Trinity’s U.S. and Mexico charitable campaigns are of local and national significance.

Consistent with our corporate purpose, Trinity’s charitable contributions support physical health, community education, and disaster recovery, and are essential to building thriving communities.

Trinity’s Board of Directors and senior management teams oversee our sustainability and enterprise purpose actions and goals.

Strong governance prac tices support and promote the long-term interests of our stakeholders while ensuring accountability and inspiring trust.

The directors are a strong team of financial and strategic professionals with proven, independent, and diverse executive talent.

Importantly, directors self-identify as gender or racially diverse.

We are pleased to publish this inaugural Corporate Social Responsibility report.

Our purpose, Deliver ing Goods for the Good of All, is the foundation for everything we do at Trinity.

This purpose guides our business culture as we endeavor to use company resources in ways that positively contribute to all stakeholders.