ESGBERT/base_data · Datasets at Hugging Face

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We recently installed solar panels at our new distribution center in Joplin, Missouri, that opened in April 2021.
The array includes a total system rating of 499.84 kilowatts (kW).
The system supports the refrigeration needs, which account for the majority of the distribution center’s electrical load.
While our stores do not currently utilize solar energy directly, at where we commit to purchasing an amount of solar- and wind-generated energy from the garden, resulting in an environmental offset of 25-100% of the energy usage for participating stores. REFRIGERANT MANAGEMENT We continue to improve our refrigeration and HVAC systems through exploring and implementing new designs to maximize energy efficiency and minimize water consumption.
We are diligent in maintaining our refrigeration equipment to optimize energy-efficient systems and minimize leakage from our air conditioning and refrigeration units.
We maintain refrigeration upgrades in line with manufacturer guidelines.
We are currently working with a third party to assess and baseline our refrigeration energy consumption to guide decision-making for continual upgrade enhancements and replacement cycles.
Our new stores are built to meet or exceed applicable Model Energy Codes.
Casey’s is proud to source all our fuel domestically from major petroleum suppliers and integrated advanced biofuel providers.
Approximately blended with renewable fuel, either ethanol or biodiesel, at varying proportions across all of our stores.
Biodiesel is sold at 966 stores or 43% of our locations.
Every new store build has capability to sell higher blended ethanol, and we aim to continue growing sales of renewable fuels throughout our footprint.
As part of our efforts to support the transition to a lowercarbon economy through electrical vehicles (EV), we have started to install EV charging stations at some of our stores.
Our implementation strategy is designed to selectively ramp our charging station installations in locations within our region where we see higher levels of consumer EV buying trends.
To date, the consumer EV demand within our Midwest footprint has been comparatively lower than the levels along the East and West coasts.
As the EV demand from our guests increases, we are prepared to integrate charging station options at our nearby stores.
To support these efforts, we are building partnerships with local and national organizations, including Electrify America and EV manufacturers.
We have also participated in grant opportunities and with local utilities such as MidAmerican Energy in Iowa and Omaha Public Power District in Nebraska.
These partnerships allow us to guide our long-term strategic planning to closely align with evolving trends in EV technologies as consumer demand increases over time.
We carefully manage and optimize our store order fulfillment to reduce miles driven, improve load utilization and increase fuel efficiency.
Our transportation and distribution teams have also advanced other various initiatives aimed at collectively reducing our GHG emissions.
By utilizing our company fleet operations to deliver the majority of in-store merchandise and fuel to our stores, we can better ensure the safety and quality of our food and products throughout the distribution chain.
ENERGY-EFFICIENT DISTRIBUTION NETWORK Our stores and supplier manufacturing facilities are within our distribution centers’ optimum efficiency range, positioning us to better reduce our transportation needs, increase delivery reliability and lower the environmental impact of our operations.
We route our grocery and merchandise items through our three distribution centers in Ankeny, Iowa; Terre Haute, Indiana; and Joplin, Missouri, as hubs within our network of suppliers and stores.
Shipments then reach individual stores throughout our distribution network utilizing route optimization software and techniques, thus enabling an approximate delivery of our fuel supplies with our company-owned truck fleet.
FLEET STRATEGY AND FUEL EFFICIENCY IMPROVEMENTS We manage the emissions impact of our transportation fleet through a focus on improving route efficiencies, delivery schedules and vehicle idling.
We optimize our fleet by proactively decreasing the average age of our vehicles through systematic replacement of old vehicles with newer, more efficient vehicles.
Reducing fleet miles driven by an estimated miles per year due to our newly opened distribution center in Joplin, Missouri.
We are pleased with the positive impact of these various initiatives to lower our overall GHG emissions and continually analyze other initiatives as part of our fleet management.
We work to reduce waste in all areas throughout our business by focusing on recycling, sustainable packaging and reducing food waste through donations.
Where possible, we also integrate various water conservation measures with water-efficiency features throughout our operations.
WATER We have installed low-flow, touchless faucets, hands-free flushing sensors and other water-reducing hardware.
We are also managing the quality of our stormwater discharge to minimize any groundwater impact at selected locations, as well as rain-sensing irrigation systems.
We maintain our car washes to minimize both water and chemical use.
We replace high-pressure nozzles at our highvolume locations yearly and aim to have machine speeds set at efficient levels to reduce water waste.
Chemical usage is measured onsite quarterly, and all car wash bays are pressure washed at least twice per quarter to eliminate chemical residue.
We have various recycling efforts in place at our distribution centers, including cardboard/packaging, pallets, metal, appliances, and light bulbs.
Nearly cardboard generated from our operations last year were recycled, keeping it out of landfills.
SUSTAINABLE PACKAGING We believe that transitioning to sustainable packaging is an important step toward minimizing our negative environmental impact, as well as ensuring the safety and welfare of our guests and communities.
For food items produced and packaged in-house, we take a holistic approach by looking at both the front-end raw material composition and the end-of-life disposal.
For the front end, we have eliminated all harmful chemicals (BPA and Phthalates) as raw materials in our packaging.
We are also aligning with industry-standard initiatives to increase the share of renewable sources and recycled materials from certified sources.
We are on a path to have paper for our in-house food packaging sourced to be either Forest Stewardship Council (FSC)- or Sustainable Forestry Initiative (SFI)-certified by forestry practices.
In addition, we are considering ways to improve the sustainability of our coffee business, such as including greener cups and lids.
For product end-of-life, our target is to recycle or compost wherever possible in our own operations and by our guests.
We have also introduced reusability options, such as drink mugs for multiple use, and plan to increase the communication of current recyclable packaging, including our very own pizza boxes.
We are currently working with a third-party sustainable packaging expert to increase the share of recyclable materials, incorporate life-cycle analysis, and establish objectives for our entire packaging portfolio.
We strive to reduce food waste and increase food recovery to improve operational efficiencies, reduce our environmental impact and reduce hunger in our communities.
safe food inventory to local food banks before expiration.
The United Nations Sustainable Development Goals (SDGs) are a collaborative, global effort to achieve a better and more sustainable future for all.
Represented by and 169 targets, the SDGs address challenges of poverty, inequality, climate change, environmental degradation, peace and justice.
We identified the key areas where we have the greatest influence and impact through our business strategy, products and services.
This table incorporates accounting standards from the Sustainability Accounting Standards Board (SASB) related to Food Retailers & Distributors and to Oil & Gas Refining & Marketing.
It includes references to sections within this report where specific topics are discussed.
FORWARD-LOOKING STATEMENTS This report contains statements that constitute forwardlooking statements within the meaning of the Private Securities Litigation Reform Act of 1995.
Such forwardlooking statements involve known and unknown risks, uncertainties and other factors that may cause actual results to differ materially from future results expressed or implied by those statements.
Casey’s disclaims any intention or obligation to update or revise forward-looking statements, whether as result of new information, future events or otherwise.
Human Capital Management ........................... Turnover and Recruitment ................................
GHG Emissions Methodology Document ...... Sustainability Accounting Standards Board Reference Table ...............................................
Task Force on Climate-Related Financial Disclosures Reference Table ...........................
In the last year, people across the world have faced economic challenges, as well as the social repercussions of many disruptions: the COVID-19 pandemic, the ongoing war in Ukraine and climate change, among others.
These events, along with critical discussions around inclusion, equity and justice, underscore the importance of transparent and evolving environmental, social and governance (“ESG”) programs and policies.
FTI Consulting delivered another record year of financial performance, in terms of revenues and earnings per share.
The powerful multi-year trajectory our firm has been on reflects the strength of our underlying business, together with our commitment to invest heavily to attract and support talented professionals who continuously deliver on our clients’ ever-evolving needs.
We are equally proud of the progress we have made in setting and meeting our ESG commitments.
Our Corporate Sustainability Report highlights these commitments, a subset of our ESG-related client and pro bono engagements, as well as our internal ESG-related initiatives that we believe will support an ever more powerful and resilient firm for years to come. — Female employees in management positions grew by 15% compared with 2020.
by — Eighty-eight percent of employees participated in our Talent Development training programs, collectively recording more than 88,500 training hours in 2021.
— Greenhouse gas (“GHG”) emissions declined by 12% compared with 2020.
— Reducing our Scope — Reducing our Scope 2 emissions by 50% per employee, including contractors* — Reducing our Scope 3 emissions from business travel by 50% per employee, including contractors* — We provided more than 5,400 hours of volunteer service and contributed upwards of $4.3 million in pro bono services, more than doubling pro bono services compared with 2020.
The achievements shared in this report reflect the ambition, energy and commitment of individuals across FTI Consulting.
Though we recognize there is more work to be done, I want to thank my colleagues for their contributions and support in making FTI Consulting a firm that the best professionals want to be part of.
* “Per employee” refers to FTI Consulting’s total headcount as reported in our Form 10-K as of December 31 of each calendar year, and contractors as of December 31 of each calendar year.
Contractors are defined as temporary resources who at times may travel on behalf of FTI Consulting for business purposes.
See appendix for a reconciliation of “employees” to “employees, including contractors.” FTI Consulting, Inc.
About This Report FTI Consulting believes proactively identifying and addressing ESG risks and opportunities are both important to sustaining our strong growth trajectory and maintaining our license to operate.
Throughout this report, we share our approach to addressing our company’s unique ESG characteristics through our related programs, policies and commitments.
We also demonstrate our ambitions to deliver for all of our stakeholders through our client work, pro bono engagements, volunteering and community-building initiatives.
As the ESG landscape evolves, FTI Consulting regularly evaluates existing reporting frameworks and routinely engages our stakeholders in formal and informal ESG-related discussions to both share our progress and understand their priorities and expectations.
FTI Consulting’s TCFD, SASB and organizational diversity data disclosures, such as our EEO-1 report, are published in the Appendix of this report.
Furthermore, FTI Consulting is a signatory of the United Nations (“UN”) Global Compact and supports the Ten Principles on human rights, labor, environment and anti-corruption (the “Principles”).
As a participant of the UN Global Compact, the Principles are supported organically through our culture, people, policies and day-to-day operations.
UN Sustainable Development Goals (“SDG”), is detailed throughout this report.
FTI Consulting’s second annual Corporate Sustainability Report expands on last year’s commitments and achievements by demonstrating progress made toward our ESG goals and the continuation of our long-standing commitment to being responsible corporate citizens.
The company is organized into five business segments.
Individually, each segment is a leader in its own right, staffed with experts recognized for the depth of their knowledge and track record of making an impact.
Collectively, FTI Consulting offers a comprehensive suite of services designed to assist clients across the business cycle — from proactive risk management to the ability to respond rapidly to unexpected crises and dynamic environments.
of consulting and services for information governance, privacy and security, electronic discovery (“e-discovery”) and insight analytics.
Focuses on the strategic, operational, financial, transactional and capital needs of clients and delivers a wide range of service offerings related to restructuring, business transformation and transactions.
Forensic and Litigation Consulting: Provides a range of multidisciplinary and independent services related to risk advisory, investigations and disputes.
Economic Consulting: Analyzes complex economic issues for use in legal, regulatory and international arbitration proceedings, strategic decision making and public policy debates.
Our Values Our culture at FTI Consulting permeates across our employees, business segments and regions.
one for which each of us has responsibility.
Our people strive to live the FTI Consulting values and help create a common culture that is grounded by each of our core values.
EMPATHY “I” is for Integrity, which is the value that scores the highest in terms of both our current self-assessment and our aspirations.
We share a broad agreement that the people we work with are trustworthy, ethical and value long-term success over short-term gain.
Integrity is the foundation on which the other values stand and the one most firmly ingrained today.
“C” is for Creativity, which is meant to capture the ideas of innovation and measured risk-taking for the firm, as well as anticipating future client needs and doing the right thing for clients every day.
To FTI Consulting employees, values should include not just who we are and how we act, but also what we achieve for our clients and our teams.
In reality, the firm rewards achievement, and so we felt for the values to be “real,” it was important to include achievement explicitly.
“R” is for Respect, which includes the basics of professionalism, such as disagreeing with ideas and not people, and also taking continual steps to make our workplace more inclusive so that we are better able to serve our increasingly diverse clients while becoming an employer of choice for top talent.

We recently installed solar panels at our new distribution center in Joplin, Missouri, that opened in April 2021.

The array includes a total system rating of 499.84 kilowatts (kW).

The system supports the refrigeration needs, which account for the majority of the distribution center’s electrical load.

While our stores do not currently utilize solar energy directly, at where we commit to purchasing an amount of solar- and wind-generated energy from the garden, resulting in an environmental offset of 25-100% of the energy usage for participating stores. REFRIGERANT MANAGEMENT We continue to improve our refrigeration and HVAC systems through exploring and implementing new designs to maximize energy efficiency and minimize water consumption.

We are diligent in maintaining our refrigeration equipment to optimize energy-efficient systems and minimize leakage from our air conditioning and refrigeration units.

We maintain refrigeration upgrades in line with manufacturer guidelines.

We are currently working with a third party to assess and baseline our refrigeration energy consumption to guide decision-making for continual upgrade enhancements and replacement cycles.

Our new stores are built to meet or exceed applicable Model Energy Codes.

Casey’s is proud to source all our fuel domestically from major petroleum suppliers and integrated advanced biofuel providers.

Approximately blended with renewable fuel, either ethanol or biodiesel, at varying proportions across all of our stores.

Biodiesel is sold at 966 stores or 43% of our locations.

Every new store build has capability to sell higher blended ethanol, and we aim to continue growing sales of renewable fuels throughout our footprint.

As part of our efforts to support the transition to a lowercarbon economy through electrical vehicles (EV), we have started to install EV charging stations at some of our stores.

Our implementation strategy is designed to selectively ramp our charging station installations in locations within our region where we see higher levels of consumer EV buying trends.

To date, the consumer EV demand within our Midwest footprint has been comparatively lower than the levels along the East and West coasts.

As the EV demand from our guests increases, we are prepared to integrate charging station options at our nearby stores.

To support these efforts, we are building partnerships with local and national organizations, including Electrify America and EV manufacturers.

We have also participated in grant opportunities and with local utilities such as MidAmerican Energy in Iowa and Omaha Public Power District in Nebraska.

These partnerships allow us to guide our long-term strategic planning to closely align with evolving trends in EV technologies as consumer demand increases over time.

We carefully manage and optimize our store order fulfillment to reduce miles driven, improve load utilization and increase fuel efficiency.

Our transportation and distribution teams have also advanced other various initiatives aimed at collectively reducing our GHG emissions.

By utilizing our company fleet operations to deliver the majority of in-store merchandise and fuel to our stores, we can better ensure the safety and quality of our food and products throughout the distribution chain.

ENERGY-EFFICIENT DISTRIBUTION NETWORK Our stores and supplier manufacturing facilities are within our distribution centers’ optimum efficiency range, positioning us to better reduce our transportation needs, increase delivery reliability and lower the environmental impact of our operations.

We route our grocery and merchandise items through our three distribution centers in Ankeny, Iowa; Terre Haute, Indiana; and Joplin, Missouri, as hubs within our network of suppliers and stores.

Shipments then reach individual stores throughout our distribution network utilizing route optimization software and techniques, thus enabling an approximate delivery of our fuel supplies with our company-owned truck fleet.

FLEET STRATEGY AND FUEL EFFICIENCY IMPROVEMENTS We manage the emissions impact of our transportation fleet through a focus on improving route efficiencies, delivery schedules and vehicle idling.

We optimize our fleet by proactively decreasing the average age of our vehicles through systematic replacement of old vehicles with newer, more efficient vehicles.

Reducing fleet miles driven by an estimated miles per year due to our newly opened distribution center in Joplin, Missouri.

We are pleased with the positive impact of these various initiatives to lower our overall GHG emissions and continually analyze other initiatives as part of our fleet management.

We work to reduce waste in all areas throughout our business by focusing on recycling, sustainable packaging and reducing food waste through donations.

Where possible, we also integrate various water conservation measures with water-efficiency features throughout our operations.

WATER We have installed low-flow, touchless faucets, hands-free flushing sensors and other water-reducing hardware.

We are also managing the quality of our stormwater discharge to minimize any groundwater impact at selected locations, as well as rain-sensing irrigation systems.

We maintain our car washes to minimize both water and chemical use.

We replace high-pressure nozzles at our highvolume locations yearly and aim to have machine speeds set at efficient levels to reduce water waste.

Chemical usage is measured onsite quarterly, and all car wash bays are pressure washed at least twice per quarter to eliminate chemical residue.

We have various recycling efforts in place at our distribution centers, including cardboard/packaging, pallets, metal, appliances, and light bulbs.

Nearly cardboard generated from our operations last year were recycled, keeping it out of landfills.

SUSTAINABLE PACKAGING We believe that transitioning to sustainable packaging is an important step toward minimizing our negative environmental impact, as well as ensuring the safety and welfare of our guests and communities.

For food items produced and packaged in-house, we take a holistic approach by looking at both the front-end raw material composition and the end-of-life disposal.

For the front end, we have eliminated all harmful chemicals (BPA and Phthalates) as raw materials in our packaging.

We are also aligning with industry-standard initiatives to increase the share of renewable sources and recycled materials from certified sources.

We are on a path to have paper for our in-house food packaging sourced to be either Forest Stewardship Council (FSC)- or Sustainable Forestry Initiative (SFI)-certified by forestry practices.

In addition, we are considering ways to improve the sustainability of our coffee business, such as including greener cups and lids.

For product end-of-life, our target is to recycle or compost wherever possible in our own operations and by our guests.

We have also introduced reusability options, such as drink mugs for multiple use, and plan to increase the communication of current recyclable packaging, including our very own pizza boxes.

We are currently working with a third-party sustainable packaging expert to increase the share of recyclable materials, incorporate life-cycle analysis, and establish objectives for our entire packaging portfolio.

We strive to reduce food waste and increase food recovery to improve operational efficiencies, reduce our environmental impact and reduce hunger in our communities.

safe food inventory to local food banks before expiration.

The United Nations Sustainable Development Goals (SDGs) are a collaborative, global effort to achieve a better and more sustainable future for all.

Represented by and 169 targets, the SDGs address challenges of poverty, inequality, climate change, environmental degradation, peace and justice.

We identified the key areas where we have the greatest influence and impact through our business strategy, products and services.

This table incorporates accounting standards from the Sustainability Accounting Standards Board (SASB) related to Food Retailers & Distributors and to Oil & Gas Refining & Marketing.

It includes references to sections within this report where specific topics are discussed.

FORWARD-LOOKING STATEMENTS This report contains statements that constitute forwardlooking statements within the meaning of the Private Securities Litigation Reform Act of 1995.

Such forwardlooking statements involve known and unknown risks, uncertainties and other factors that may cause actual results to differ materially from future results expressed or implied by those statements.

Casey’s disclaims any intention or obligation to update or revise forward-looking statements, whether as result of new information, future events or otherwise.

Human Capital Management ........................... Turnover and Recruitment ................................

GHG Emissions Methodology Document ...... Sustainability Accounting Standards Board Reference Table ...............................................

Task Force on Climate-Related Financial Disclosures Reference Table ...........................

In the last year, people across the world have faced economic challenges, as well as the social repercussions of many disruptions: the COVID-19 pandemic, the ongoing war in Ukraine and climate change, among others.

These events, along with critical discussions around inclusion, equity and justice, underscore the importance of transparent and evolving environmental, social and governance (“ESG”) programs and policies.

FTI Consulting delivered another record year of financial performance, in terms of revenues and earnings per share.

The powerful multi-year trajectory our firm has been on reflects the strength of our underlying business, together with our commitment to invest heavily to attract and support talented professionals who continuously deliver on our clients’ ever-evolving needs.

We are equally proud of the progress we have made in setting and meeting our ESG commitments.

Our Corporate Sustainability Report highlights these commitments, a subset of our ESG-related client and pro bono engagements, as well as our internal ESG-related initiatives that we believe will support an ever more powerful and resilient firm for years to come. — Female employees in management positions grew by 15% compared with 2020.

by — Eighty-eight percent of employees participated in our Talent Development training programs, collectively recording more than 88,500 training hours in 2021.

— Greenhouse gas (“GHG”) emissions declined by 12% compared with 2020.

— Reducing our Scope — Reducing our Scope 2 emissions by 50% per employee, including contractors* — Reducing our Scope 3 emissions from business travel by 50% per employee, including contractors* — We provided more than 5,400 hours of volunteer service and contributed upwards of $4.3 million in pro bono services, more than doubling pro bono services compared with 2020.

The achievements shared in this report reflect the ambition, energy and commitment of individuals across FTI Consulting.

Though we recognize there is more work to be done, I want to thank my colleagues for their contributions and support in making FTI Consulting a firm that the best professionals want to be part of.

* “Per employee” refers to FTI Consulting’s total headcount as reported in our Form 10-K as of December 31 of each calendar year, and contractors as of December 31 of each calendar year.

Contractors are defined as temporary resources who at times may travel on behalf of FTI Consulting for business purposes.

See appendix for a reconciliation of “employees” to “employees, including contractors.” FTI Consulting, Inc.

About This Report FTI Consulting believes proactively identifying and addressing ESG risks and opportunities are both important to sustaining our strong growth trajectory and maintaining our license to operate.

Throughout this report, we share our approach to addressing our company’s unique ESG characteristics through our related programs, policies and commitments.

We also demonstrate our ambitions to deliver for all of our stakeholders through our client work, pro bono engagements, volunteering and community-building initiatives.

As the ESG landscape evolves, FTI Consulting regularly evaluates existing reporting frameworks and routinely engages our stakeholders in formal and informal ESG-related discussions to both share our progress and understand their priorities and expectations.

FTI Consulting’s TCFD, SASB and organizational diversity data disclosures, such as our EEO-1 report, are published in the Appendix of this report.

Furthermore, FTI Consulting is a signatory of the United Nations (“UN”) Global Compact and supports the Ten Principles on human rights, labor, environment and anti-corruption (the “Principles”).

As a participant of the UN Global Compact, the Principles are supported organically through our culture, people, policies and day-to-day operations.

UN Sustainable Development Goals (“SDG”), is detailed throughout this report.

FTI Consulting’s second annual Corporate Sustainability Report expands on last year’s commitments and achievements by demonstrating progress made toward our ESG goals and the continuation of our long-standing commitment to being responsible corporate citizens.

The company is organized into five business segments.

Individually, each segment is a leader in its own right, staffed with experts recognized for the depth of their knowledge and track record of making an impact.

Collectively, FTI Consulting offers a comprehensive suite of services designed to assist clients across the business cycle — from proactive risk management to the ability to respond rapidly to unexpected crises and dynamic environments.

of consulting and services for information governance, privacy and security, electronic discovery (“e-discovery”) and insight analytics.

Focuses on the strategic, operational, financial, transactional and capital needs of clients and delivers a wide range of service offerings related to restructuring, business transformation and transactions.

Forensic and Litigation Consulting: Provides a range of multidisciplinary and independent services related to risk advisory, investigations and disputes.

Economic Consulting: Analyzes complex economic issues for use in legal, regulatory and international arbitration proceedings, strategic decision making and public policy debates.

Our Values Our culture at FTI Consulting permeates across our employees, business segments and regions.

one for which each of us has responsibility.

Our people strive to live the FTI Consulting values and help create a common culture that is grounded by each of our core values.

EMPATHY “I” is for Integrity, which is the value that scores the highest in terms of both our current self-assessment and our aspirations.

We share a broad agreement that the people we work with are trustworthy, ethical and value long-term success over short-term gain.

Integrity is the foundation on which the other values stand and the one most firmly ingrained today.

“C” is for Creativity, which is meant to capture the ideas of innovation and measured risk-taking for the firm, as well as anticipating future client needs and doing the right thing for clients every day.

To FTI Consulting employees, values should include not just who we are and how we act, but also what we achieve for our clients and our teams.

In reality, the firm rewards achievement, and so we felt for the values to be “real,” it was important to include achievement explicitly.

“R” is for Respect, which includes the basics of professionalism, such as disagreeing with ideas and not people, and also taking continual steps to make our workplace more inclusive so that we are better able to serve our increasingly diverse clients while becoming an employer of choice for top talent.