ESGBERT/base_data · Datasets at Hugging Face

sentence stringlengths 1 23.5k ⌀
These efforts also include in-store signage with safety information and hotline numbers, as well as training for our field store team members.
Additionally, our truck drivers are required to complete the Truckers Against Trafficking curriculum to learn about the realities of domestic human trafficking and how the trucking industry can combat it.
We view our responsibility and oversight of Casey’s enterprise data security, guest privacy and business continuity practices as a top priority in ensuring our long-term operational sustainability and business success.
We continually monitor and enhance protocols for security governance through our NIST CSF (Cybersecurity Framework) risk assessment methodology.
We strive to ensure both the readiness of our critical controls and alignment with compliance and regulatory frameworks.
The Board is responsible for the oversight of enterprisewide risk assessment and risk management, including our operational infrastructure pertaining to security, data privacy and business continuity.
Our Chief Information Security Officer has direct oversight of Casey’s periodic cyber risk assessments including data security protections, security operations framework alignment and program benchmarking.
Quarterly updates are provided to Casey’s ERM Committee, the Senior Leadership Team and the Audit Committee, and semiannually to the full Board.
DATA PRIVACY As our business has evolved to include e-commerce and digital offerings, we have expanded our technology protocols to maintain consistent and compliant protection for guest privacy.
Our systems incorporate advanced technological safeguards such as tokenization, data encryption and multifactor authentication.
Our security practices and procedures are compliant with the Payment Card Industry Data Security Standard (PCI DSS), assessed annually by a third-party Qualified Security Assessor.
Additionally, although outside of our geographic footprint, our Information Technology (IT) leadership team proactively initiated a holistic data privacy risk assessment as a road map to the general components of California Consumer Privacy Act (CCPA) and General Data Protection Regulation (GDPR) in preparation for any new regulatory requirements.
We also regularly update our Privacy Policy to reflect our core privacy principles and guidelines.
CYBERSECURITY We deliberately invest heavily to fortify our enterprise technology infrastructure through a combination of securitized in-house data centers and third-party cloud systems to holistically ensure data protection, resiliency and redundancy.
Casey’s IT Department has responsibility for all processes and procedures for computer security incident prevention, detection and response.
The IT Department’s Security Incident Response Team maintains and follows procedures for detecting, investigating and categorizing data security incidents, including internal response collaboration protocols and external stakeholder communication.
Our IT team recently implemented a vendor risk management program to assess security certifications and testing of SaaS-based technology solutions as an integrated part of our vendor due diligence.
We also invested over $equipment and upgrades to the payment systems for our fuel dispensers to decrease point-of-sale fraud and keep guest information secure.
All team members are required to comply with our privacy and information security programs by completing annual mandatory information security and awareness training, including in-store social engineering training.
We plan and manage our broad assortment of packaged and freshly prepared food, fuel selections and other products provided across our the demand and buying preferences of our guests.
Our supplier selection depends on many considerations, including quality assurance, safety, pricing, financial viability, delivery performance, environmental practices and innovation.
Our Chief Operating Officer and Chief Merchandising Officer are responsible for the execution of our supply chain management and are accountable to our CEO and the Audit Committee for adopting risk mitigation and contingency planning strategies.
The Transportation and Distribution Center teams, together with Merchandising and Food Service, jointly ensure food safety at various stages of the supply chain.
We require our vendors to comply with industry standards, including all applicable laws and regulations, such as U.S. food safety standards.
RESPONSIBLE SOURCING, QUALITY CONTROL AND RESILIENCY We work closely with our suppliers to promote shared values, ethical business practices and a resilient supply chain.
We believe that strong supplier relationships result in a more effective supply chain, benefiting the growth of both our company and our suppliers.
We continually evaluate ways to strengthen our supply chain management.
Over the past year, we deployed a comprehensive process improvement approach resulting in many notable enhancements, such as an automated recall process, enhanced supplier risk evaluations and increased supply chain monitoring.
We have also dual-sourced some critical food ingredients to better strengthen the continuity and resiliency of the supply chain supporting our fresh food preparations.
We formed a centralized procurement team, reporting to the CFO, to more effectively leverage our scale and utilize contemporary strategic sourcing tactics to drive savings, quality control and efficiencies.
As an initial step, the team implemented a modernized digital procurement process to provide more visibility and control around our future supply chain decision-making.
We plan to continue to enhance risk mitigation and assess responsible sourcing options across our organization.
We manage our supply chain and order fulfillment process to best optimize our distribution centers and in-house fleet network to reduce the time, cost and environmental impact of our distribution where possible.
For example, we recently opened our third distribution center in Joplin, Missouri, which we estimate will reduce fleet miles driven by approximately 1.8 million miles per year.
Supplier location and transportation requirements are also important factors in our decisionmaking.
For example, our Midwest footprint has allowed us to establish local agricultural relationships to meet the increasing demand for our renewable biofuel options.
Casey’s Director of Government Relations reports to the CLO and is responsible for staying abreast of federal and state legislative issues pertinent to the company’s operations.
The company engages in both direct lobbying efforts and also retains outside lobbyists to assist with some of its state legislative efforts.
We belong to numerous trade associations at both federal and state levels, participating in their government relations efforts where applicable.
Casey’s has an Iowa Political Action Committee (PAC), funded by individual team member contributions, that it uses to contribute to Iowa candidates.
The company also contributes corporate funds to candidates in states that allow corporate contributions.
The company does not have a Federal PAC.
Any lobbying efforts and contributions to political issues are approved by the Senior Leadership Team.
We exercise stewardship in maintaining awareness and understanding of rules and regulations impacting Casey’s and the overall convenience and fuel retailing industry.
At Casey’s, we believe working together as a team is the best way to serve our guests.
Our people are essential to our long-term financial sustainability and achieving our purpose.
We strive to provide a work environment where team members are treated with respect, dignity and honesty and where high performance is expected and rewarded.
Our business success depends on our ability to attract, retain, engage, motivate and develop our team members.
Between the combination of our flexible schedules and wide range of positions starting from entry level to supervisors to managers, we provide a variety of valued career paths and development opportunities.
With just over half of our locations in communities with fewer than many of our stores provide much-needed job opportunities in the rural Midwest.
Our team member policies and initiatives strive to meet these objectives with our Chief Human Resources Officer (CHRO) leading the charge.
The CHRO provides updates regarding our strategies for talent management and team member engagement to the Board at least annually and to the Compensation Committee of the Board quarterly.
PROFESSIONAL DEVELOPMENT We offer our team members an assortment of positions and work schedules, from part time to full time and hourly to salary, in order to better meet their various needs as students, parents, retirees or veterans.
Whatever the level, we aim to provide the training and professional development options that our team members require to contribute to Casey’s business success and advance along their career paths.
We offer skills and leadership training for all team members through our eLearning platform, which has approximately hours of mandatory and optional coursework available.
Across all course offerings, over completed last year.
Additionally, tuition scholarships totaling $42 dependents to aid in advancing their education.
We provide a Leadership Excellence Certification program to managers and above through a development program that launched in June 2020.
Over four cohorts have participated over the past year to study content areas such as leadership communication, business acumen, change management and emotional intelligence.
Several leaders also participate in career development events with the National Association of Convenience Stores (NACS).
In addition, each quarter our store leaders attend a two-day Divisional or Regional Leadership Summit with a portion focused on their professional development.
We strongly encourage our teams to look for ways to develop through on-the-job experiences, coaching and mentoring relationships, as well as online and classroom opportunities leveraging the strength of our learning management system.
We promoted from the prior year level of 4,466 internal promotions.
Overall, we believe that our internal development initiatives are integral in bolstering these career path advancements.
TEAM MEMBER ENGAGEMENT We conduct an annual confidential company-wide team member engagement survey.
After the results are finalized and areas of opportunity are determined, our human resources business partners then work with specific areas of the organization to address action items from this survey.
Our 2021 engagement score was 74% across full- and parttime team members.
The survey feedback provides our Extended Leadership Team with valuable information about our workplace culture and team member morale, which may be used to develop and refine aspects of our overall team and culture strategies.
Our team members are one of our most valuable assets, and their engagement is critical to our ongoing success.
With this in mind, we strive to provide benefits that will provide our team members and their families access to quality health care and to programs that support their overall health and well-being.
We believe that leading a healthy lifestyle is important to living a satisfying personal life, as well as sustaining effectiveness on the job.
In addition to competitive wages, flexible work schedules and advancement opportunities, our total compensation package includes a broad range of affordable benefits to our full- and part-time team members, based upon position and length of employment.
Our benefits are designed to provide our team members the opportunity to pursue health and financial wellness, including paid bonding leave.
We also recently launched a Team Members Support Fund, backed by Casey’s corporate and store team member donations, to assist team members in need, contingent upon meeting specific need criteria and being selected by an independent third party.
We also offer our Store Support Center parents of infants to school-age children with a high-quality on-site Child Development Center, which includes certified teachers and development programs.
Additionally, we offer Casey’s Holistic Habits Program to support team members’ journeys to improve health.
The program focuses on providing Casey’s workforce with tools and resources to help team members find balance in all dimensions of well-being.
Typically, each quarter includes educational information and a wellness challenge.
Courses that are offered include the following: None of our team members are covered by any collective bargaining agreements.
Ninety-four percent of our team members make above minimum wage, and the average hourly rate for all hourly team members in per hour.
All hourly distribution center team members are paid more than minimum wage.
Last year, the Company paid approximately $related to employment law matters and had no losses associated with labor law violations.
Our Board and Senior Leadership Team are committed to creating a culture that promotes Diversity, Equity and Inclusion (DEI) and incorporates strategic objectives to attract, develop and retain diverse talent.
We aim for an inclusive DEI environment that fully embraces the diversity of our team members, regardless of ethnicity, gender, age, disability, cultural background, sexual orientation or religious beliefs.
Our Board and CEO have been instrumental in initiating transformative changes within our top leadership, across all business units and functions.
Over the past two years, we have invested in our leadership talent to build a strong, diverse team with capabilities to drive business performance.
As a result, our Extended Leadership Team represents varied backgrounds, skills, viewpoints and experiences, as well as diversity by gender, sexual orientation, race and ethnicity.
For more information on our Board and leadership, please see the Governance section of our website.
Our Board views our DEI strategic initiatives as material to our corporate objective of long-term value creation.
We believe that Casey’s mission is best achieved by attracting and retaining a diverse mix of team members to be part of our vibrant, motivated working environment and develop valuable leadership skills.
The safety of our team members is a top priority for our Senior Leadership Team.
We deliver upon this commitment through robust safety policies, comprehensive team member education and training, and ongoing investments in industryleading technology designed to promote a safe and positive environment.
We maintain a comprehensive safety program that complies with local and national guidelines and protects our team members.
We have protocols in place to ensure that the necessary safety training and practices are integrated throughout our operations.
Over the past year, we increased our investment in our safety e-learning management system to make our training program more accessible and flexible.
Since we operate a complex business composed of various sub-businesses, safety measures are reviewed, trained and mitigated directly within each business unit.
Our Risk Management and Asset Protection teams provide general oversight of the overall safety programs.
At least on a semi annual basis, safety risks are reviewed and improved by the various ERM Units.
Our objective is to maintain a safe environment for our team members serving within our 2,200+ stores.
Every team member receives health and safety training during onboarding and on an ongoing basis.

These efforts also include in-store signage with safety information and hotline numbers, as well as training for our field store team members.

Additionally, our truck drivers are required to complete the Truckers Against Trafficking curriculum to learn about the realities of domestic human trafficking and how the trucking industry can combat it.

We view our responsibility and oversight of Casey’s enterprise data security, guest privacy and business continuity practices as a top priority in ensuring our long-term operational sustainability and business success.

We continually monitor and enhance protocols for security governance through our NIST CSF (Cybersecurity Framework) risk assessment methodology.

We strive to ensure both the readiness of our critical controls and alignment with compliance and regulatory frameworks.

The Board is responsible for the oversight of enterprisewide risk assessment and risk management, including our operational infrastructure pertaining to security, data privacy and business continuity.

Our Chief Information Security Officer has direct oversight of Casey’s periodic cyber risk assessments including data security protections, security operations framework alignment and program benchmarking.

Quarterly updates are provided to Casey’s ERM Committee, the Senior Leadership Team and the Audit Committee, and semiannually to the full Board.

DATA PRIVACY As our business has evolved to include e-commerce and digital offerings, we have expanded our technology protocols to maintain consistent and compliant protection for guest privacy.

Our systems incorporate advanced technological safeguards such as tokenization, data encryption and multifactor authentication.

Our security practices and procedures are compliant with the Payment Card Industry Data Security Standard (PCI DSS), assessed annually by a third-party Qualified Security Assessor.

Additionally, although outside of our geographic footprint, our Information Technology (IT) leadership team proactively initiated a holistic data privacy risk assessment as a road map to the general components of California Consumer Privacy Act (CCPA) and General Data Protection Regulation (GDPR) in preparation for any new regulatory requirements.

We also regularly update our Privacy Policy to reflect our core privacy principles and guidelines.

CYBERSECURITY We deliberately invest heavily to fortify our enterprise technology infrastructure through a combination of securitized in-house data centers and third-party cloud systems to holistically ensure data protection, resiliency and redundancy.

Casey’s IT Department has responsibility for all processes and procedures for computer security incident prevention, detection and response.

The IT Department’s Security Incident Response Team maintains and follows procedures for detecting, investigating and categorizing data security incidents, including internal response collaboration protocols and external stakeholder communication.

Our IT team recently implemented a vendor risk management program to assess security certifications and testing of SaaS-based technology solutions as an integrated part of our vendor due diligence.

We also invested over $equipment and upgrades to the payment systems for our fuel dispensers to decrease point-of-sale fraud and keep guest information secure.

All team members are required to comply with our privacy and information security programs by completing annual mandatory information security and awareness training, including in-store social engineering training.

We plan and manage our broad assortment of packaged and freshly prepared food, fuel selections and other products provided across our the demand and buying preferences of our guests.

Our supplier selection depends on many considerations, including quality assurance, safety, pricing, financial viability, delivery performance, environmental practices and innovation.

Our Chief Operating Officer and Chief Merchandising Officer are responsible for the execution of our supply chain management and are accountable to our CEO and the Audit Committee for adopting risk mitigation and contingency planning strategies.

The Transportation and Distribution Center teams, together with Merchandising and Food Service, jointly ensure food safety at various stages of the supply chain.

We require our vendors to comply with industry standards, including all applicable laws and regulations, such as U.S. food safety standards.

RESPONSIBLE SOURCING, QUALITY CONTROL AND RESILIENCY We work closely with our suppliers to promote shared values, ethical business practices and a resilient supply chain.

We believe that strong supplier relationships result in a more effective supply chain, benefiting the growth of both our company and our suppliers.

We continually evaluate ways to strengthen our supply chain management.

Over the past year, we deployed a comprehensive process improvement approach resulting in many notable enhancements, such as an automated recall process, enhanced supplier risk evaluations and increased supply chain monitoring.

We have also dual-sourced some critical food ingredients to better strengthen the continuity and resiliency of the supply chain supporting our fresh food preparations.

We formed a centralized procurement team, reporting to the CFO, to more effectively leverage our scale and utilize contemporary strategic sourcing tactics to drive savings, quality control and efficiencies.

As an initial step, the team implemented a modernized digital procurement process to provide more visibility and control around our future supply chain decision-making.

We plan to continue to enhance risk mitigation and assess responsible sourcing options across our organization.

We manage our supply chain and order fulfillment process to best optimize our distribution centers and in-house fleet network to reduce the time, cost and environmental impact of our distribution where possible.

For example, we recently opened our third distribution center in Joplin, Missouri, which we estimate will reduce fleet miles driven by approximately 1.8 million miles per year.

Supplier location and transportation requirements are also important factors in our decisionmaking.

For example, our Midwest footprint has allowed us to establish local agricultural relationships to meet the increasing demand for our renewable biofuel options.

Casey’s Director of Government Relations reports to the CLO and is responsible for staying abreast of federal and state legislative issues pertinent to the company’s operations.

The company engages in both direct lobbying efforts and also retains outside lobbyists to assist with some of its state legislative efforts.

We belong to numerous trade associations at both federal and state levels, participating in their government relations efforts where applicable.

Casey’s has an Iowa Political Action Committee (PAC), funded by individual team member contributions, that it uses to contribute to Iowa candidates.

The company also contributes corporate funds to candidates in states that allow corporate contributions.

The company does not have a Federal PAC.

Any lobbying efforts and contributions to political issues are approved by the Senior Leadership Team.

We exercise stewardship in maintaining awareness and understanding of rules and regulations impacting Casey’s and the overall convenience and fuel retailing industry.

At Casey’s, we believe working together as a team is the best way to serve our guests.

Our people are essential to our long-term financial sustainability and achieving our purpose.

We strive to provide a work environment where team members are treated with respect, dignity and honesty and where high performance is expected and rewarded.

Our business success depends on our ability to attract, retain, engage, motivate and develop our team members.

Between the combination of our flexible schedules and wide range of positions starting from entry level to supervisors to managers, we provide a variety of valued career paths and development opportunities.

With just over half of our locations in communities with fewer than many of our stores provide much-needed job opportunities in the rural Midwest.

Our team member policies and initiatives strive to meet these objectives with our Chief Human Resources Officer (CHRO) leading the charge.

The CHRO provides updates regarding our strategies for talent management and team member engagement to the Board at least annually and to the Compensation Committee of the Board quarterly.

PROFESSIONAL DEVELOPMENT We offer our team members an assortment of positions and work schedules, from part time to full time and hourly to salary, in order to better meet their various needs as students, parents, retirees or veterans.

Whatever the level, we aim to provide the training and professional development options that our team members require to contribute to Casey’s business success and advance along their career paths.

We offer skills and leadership training for all team members through our eLearning platform, which has approximately hours of mandatory and optional coursework available.

Across all course offerings, over completed last year.

Additionally, tuition scholarships totaling $42 dependents to aid in advancing their education.

We provide a Leadership Excellence Certification program to managers and above through a development program that launched in June 2020.

Over four cohorts have participated over the past year to study content areas such as leadership communication, business acumen, change management and emotional intelligence.

Several leaders also participate in career development events with the National Association of Convenience Stores (NACS).

In addition, each quarter our store leaders attend a two-day Divisional or Regional Leadership Summit with a portion focused on their professional development.

We strongly encourage our teams to look for ways to develop through on-the-job experiences, coaching and mentoring relationships, as well as online and classroom opportunities leveraging the strength of our learning management system.

We promoted from the prior year level of 4,466 internal promotions.

Overall, we believe that our internal development initiatives are integral in bolstering these career path advancements.

TEAM MEMBER ENGAGEMENT We conduct an annual confidential company-wide team member engagement survey.

After the results are finalized and areas of opportunity are determined, our human resources business partners then work with specific areas of the organization to address action items from this survey.

Our 2021 engagement score was 74% across full- and parttime team members.

The survey feedback provides our Extended Leadership Team with valuable information about our workplace culture and team member morale, which may be used to develop and refine aspects of our overall team and culture strategies.

Our team members are one of our most valuable assets, and their engagement is critical to our ongoing success.

With this in mind, we strive to provide benefits that will provide our team members and their families access to quality health care and to programs that support their overall health and well-being.

We believe that leading a healthy lifestyle is important to living a satisfying personal life, as well as sustaining effectiveness on the job.

In addition to competitive wages, flexible work schedules and advancement opportunities, our total compensation package includes a broad range of affordable benefits to our full- and part-time team members, based upon position and length of employment.

Our benefits are designed to provide our team members the opportunity to pursue health and financial wellness, including paid bonding leave.

We also recently launched a Team Members Support Fund, backed by Casey’s corporate and store team member donations, to assist team members in need, contingent upon meeting specific need criteria and being selected by an independent third party.

We also offer our Store Support Center parents of infants to school-age children with a high-quality on-site Child Development Center, which includes certified teachers and development programs.

Additionally, we offer Casey’s Holistic Habits Program to support team members’ journeys to improve health.

The program focuses on providing Casey’s workforce with tools and resources to help team members find balance in all dimensions of well-being.

Typically, each quarter includes educational information and a wellness challenge.

Courses that are offered include the following: None of our team members are covered by any collective bargaining agreements.

Ninety-four percent of our team members make above minimum wage, and the average hourly rate for all hourly team members in per hour.

All hourly distribution center team members are paid more than minimum wage.

Last year, the Company paid approximately $related to employment law matters and had no losses associated with labor law violations.

Our Board and Senior Leadership Team are committed to creating a culture that promotes Diversity, Equity and Inclusion (DEI) and incorporates strategic objectives to attract, develop and retain diverse talent.

We aim for an inclusive DEI environment that fully embraces the diversity of our team members, regardless of ethnicity, gender, age, disability, cultural background, sexual orientation or religious beliefs.

Our Board and CEO have been instrumental in initiating transformative changes within our top leadership, across all business units and functions.

Over the past two years, we have invested in our leadership talent to build a strong, diverse team with capabilities to drive business performance.

As a result, our Extended Leadership Team represents varied backgrounds, skills, viewpoints and experiences, as well as diversity by gender, sexual orientation, race and ethnicity.

For more information on our Board and leadership, please see the Governance section of our website.

Our Board views our DEI strategic initiatives as material to our corporate objective of long-term value creation.

We believe that Casey’s mission is best achieved by attracting and retaining a diverse mix of team members to be part of our vibrant, motivated working environment and develop valuable leadership skills.

The safety of our team members is a top priority for our Senior Leadership Team.

We deliver upon this commitment through robust safety policies, comprehensive team member education and training, and ongoing investments in industryleading technology designed to promote a safe and positive environment.

We maintain a comprehensive safety program that complies with local and national guidelines and protects our team members.

We have protocols in place to ensure that the necessary safety training and practices are integrated throughout our operations.

Over the past year, we increased our investment in our safety e-learning management system to make our training program more accessible and flexible.

Since we operate a complex business composed of various sub-businesses, safety measures are reviewed, trained and mitigated directly within each business unit.

Our Risk Management and Asset Protection teams provide general oversight of the overall safety programs.

At least on a semi annual basis, safety risks are reviewed and improved by the various ERM Units.

Our objective is to maintain a safe environment for our team members serving within our 2,200+ stores.

Every team member receives health and safety training during onboarding and on an ongoing basis.