ADDITIONAL ONLINE INFORMATIONGroup StructureSignificant Board Directorships
Ms BA MabuzaAfgri Operations Limited
Absa Financial Services
Africa Business News (Pty) Ltd
Tsogo Sun Holdings

Ms LI BethlehemCity Power (Pty) Ltd (Chairperson of the Board)
HCI Sun Energy (Pty) Ltd
HCI Propco (Pty) Ltd
Sedibelo Platinum Mines Limited

Mr BA Dames

African Rainbow Energy & Power (Pty) Ltd (CEO)Nedbank Limited
Nedbank Group Limited

Mr RM Godsell
Polymetal International PIC (Chairman of the Board)
Foskor (Pty) Ltd (Chairperson of the Board)

Mr AT KrielSouthern African Clothing and Textile Workers’ Union (General Secretary)

Dr SM Magwentshu-RensburgRensiza Business Partners (Managing Director)
Old Mutual Limited
Ministerial Advisory Committee on SMEs

Ms NP MnxasanaArcelorMittal South Africa Limited
Barloworld Limited

Ms M More

Public Investment Corporation SOC Limited (Chief Financial Officer)
Independent Regulatory Board for Auditors

Ms PM Mthethwa
Group Five Limited

Adv ND Orleyn







Peotona Group Holdings (Pty) Ltd (Executive Director)
Toyota SA (Pty) Limited
Toyota SA Financial Services Limited
Ceramic Industries (Pty) Ltd
Lafarge Industries SA (Pty) Ltd
BP SA (Pty) Ltd

Dr NE Zalk
No other significant directorships

2

Corporate Social Investment
Key projects supported during the 2019 financial year

Initiative

Nelson Mandela
CentenaryPartners +funding/ resources
leveraged

CSI activity (spend
or time)After IDC
involvement

The sporting facilities,
occupational therapy
centre and library existed
but were in dire need ofrenovation. The outdated
and dilapidated facilities
and structures were unsafe
and unusable.

We partnered with
the SAME
Foundation for theyears’ Nelson
Mandela Centenary
and took on a fourmonth project ofrenovations at thehospital. IDC
employees wereinvited to volunteer
their time byassisting withrenovations
throughout themonth of July 2018.

The usable, safe,
compliant and up-tostandard sporting
facilities, library andoccupational therapy
workshop make better
rehabilitation
programmes andpatient care possible.

IDC Employees:
volunteering of timeand resources

Regional Offices– My
community, myproject

Lack of community
involvement and a needfor funding andphilanthropic support invarious areas.

Regional Offices
selected initiatives of
their choice in linewith the needs
within their areas.
IDC regional offices
participated byvolunteering theirtime and resources
towards worthy
causes within theircommunities.

19 organisation were
supported throughthis initiative,
collectively reaching a
total 1228
beneficiaries. The
involvement of
employees within theircommunities
contributed towards
improving the qualityof the project
beneficaries and inturn also boosted
employees’ morale.

IDC Employees:
volunteering of timeand resources

100 Blankets for
MandelaA shortage of blankets inorphanages – especiallyduring the cold wintermonths.

IDC female
employees
volunteered theirtime to knit blankets
to be donated toorphanages in need.
Over 140 blankets
were completed anddonated to needyorganisations
alongside basic baby
producs (e.g.
diapers, formula,clothes etc.).

4 Organsiations in direneed of support
benefitted from the
donations. The
organsiations’beneficiaries were thus
able to keep warm andhave some additional
clothes and foodduring the cold wintermonths.

IDC Employees:
volunteering of timeand resources

Nelson Mandela
Foundation’s
project

Dilapidated and unused
residence of late President
Nelson Mandela

R5mil in grantfunding for theconstruction andrenovation of theproperty.

Converting Nelson
Mandela House into a
Presidential Centre.
The project is aimed
at giving visitors
additional insights
into the Mandela
heritage and leave
with an intimate
connection to the lifeand space of Madiba.



Mandela

IDC-adopted schools
didn’t have libraries whichmeans the learners had

IDC established apartnership with the
Nelson Mandela

Fully fletched libraries
can be used by theschools, giving learners



Project

Prior to IDC involvement

Sterkfontein
Psychiatric
Hospital3

Atlantic
Philanthropies:
Thebe Tourism:

NelsonMandelaFoundation

Initiative

Education and
SkillsDevelopment

Partners +funding/ resources
leveraged

CSI activity (spend
or time)After IDC
involvement

limited or no access toreading material. The lackof libraries resulted in a
culture of non-reading andlearners reportedly
struggled to read.

Foundation (NMF) to
provide adopted
primary schools withlibraries byrenovating andfurnishing oldclassrooms. These
libraries are named
100 Nelson Mandela
Centenary Libraries
and were handed
over to the
Department of Basic
Education postcompletion.

easy access toknowledge andultimately
encouraging a cultureof reading amongst
the learners.



Underperforming primaryschool learners and lack of
educator support fornumeracy and literacy
resulted in low pass rates
of learners. This ultimately
contributes towards low
performance rates inhigher grades (especially insecondary school level).



Language andliteracy
educatordevelopment
and classroombased
programme
Mathematics
educatordevelopment
and classroombased
programme

Improvement innumeracy and literacy
within the IDC’s
primary schools whichacts as feeder schools
to the IDC’s 20
adopted secondary
schools.

Adopt-a-School
Foundation

Information
Communication
Technology(ICT)
programme

Lack of ICT or functioning
ICT equipment at IDC
adopted schools. The
schools also lacked avariety of skills, including
productivity,communication,
collaboration andintegration of ICT inteaching and learning
practice.

IDC partnered with
Adopt-a-School
Foundation toensure that audits
were conducted ateach school.
Identified spaces
were renovated toensure that it meetsthe requirements ofa functional
computer lab,
namely adequate
security, electricalinfrastructure andfurniture. IDC
further provided
training to ensurethat the technology
is properly
integrated into
learning andteaching inclassrooms.

The project was rolled
out in 8 new schools. A
total of 14 of the IDC’s
adopted schools
received fully-fletched
ICT centres. This
included training andfacilitation of
integrating ICT into theteaching and learning
environment toenhance education
outcomes.



Infrastructure
Development

Inadequate infrastructure
for the school to function/
operate optimally.

In partnership with
Adopt-a-School
Foundation new
structures were
provided where
needed andinfrastructure that is
unsafe, unusable,
damaged anddilapidated wererenovated. Sciencelabs, classrooms,

69 new facilities havebeen built and 79
existing facilities
renovated within the
IDC’s adopted schools
since inception of the
programme in 2013.

Adopt-a-School
Foundation

Project

Prior to IDC involvement

Centenarylibrary at
Zamokuhle
Primary schoolin Matatiele,
Eastern Cape

Whole School
Development –Primary School
Programme

4Donation ofbooks to thelibraries

Adopt-aSchool
Foundation
Wipro
Technologies:
Donation of alltechnology
equipment(including
computers) to
the ICT centres
established by
the IDCInitiative

Project

CSI activity (spend
or time)Prior to IDC involvement

After IDC
involvement

Partners +funding/ resources
leveraged

ablution facilities,
feeding scheme
kitchens andadministration
blocks wereprioritised.
Ingwe TVET
Colleges –Experiential
learning
simulationroom

No simulation room
existed for the facilitationof experiential learning
through integrating
theoretical and practicallearning.

IDC contributed
towards theconstruction of asimulation room atCollege’s Maluti
Campus.

Through theconstruction of thesimulation room theCollege will be able tofocus on the principleof student centred
learning; improving
both teaching andlearning efficiency.

N/A

Taletso TVET
College Chicken broiler
house projectNo existing chicken broiler
house existed at theCollege for the agricultural
students’s practical andexperiencial learning. The
students have been
struggling with practicallessons due to the lack ofappropriate training
facilities requited to hostthese workshops.

IDC contributed
towards theconstruction of a
Chicken broiler
house.

Relevant experienceand workplace-training
for students can now
be provided,
improving thesustainability andimpact of the College’s
courses.

N/A

Department of
Basic Education(DBE)
Digitisation ofGovernment
Textbooks

There was no sponsor forthe chosen subjects prior
to IDC’s invlovement.

IDC sponsored thedevelopment anddigitisation ofGovernment
textbooks for Life
Sciences for learners
and workbooks foreducators. The
targeted grades
were grade 11&12.

Development anddigitisation of life
science textbooks andeducator workbooks
for grade 11 and 12.

Department of Basic
Education

CSI Systems andProcedures

Review of CSI
Systems andProcedures

CSI systems & Procedures
did not cater for the
donation of assets andmanagement of the I Do
Care Fund.

Review and updateof the CSI Systems
and Procedures.

Approval of new CSI
Systems & Proceduresin March 2019.

N/A

Entrepreneurship
Development

MentecFoundation: Exit
Strategy Skills
and Enterprise
Development
Project

The IDCstrengthened the
project further withthe objective tocreate jobs andenterprisedevelopment
opportunities foryouth in thefollowing fields: ICT,
Waste Management
and Renewableenergy70 New jobs werecreated for youth andwomen in the
Northern Cape andFree State areas
through the project.

MQA, Accenture,
Mentec Group, BIH
Municipalities

The IDC, inpartnership withLand Bank, funded
the training
programme in 2017for 200 aspirant
farmers, to be

A national programme
supporting 10 farming
enterprises, creating 14
permanent jobs and
31 temporary andseasonal jobs on scalefor youth and women.

Buhle Farmers
AcademyA job-readinessprogramme for youth
comprising of continuous
learning, enterprisedevelopment andplacement.

The purpose of the
Academy is to support
emergent farmers todevelop viable, bankable,
sustainable farming
business. Farmers require
support to scale, and5Land Bank
NYDA: Farmers
who quality forsupport will
receive
additional
fundingInitiative

Project

Prior to IDC involvement

access markets andopportunities for theirbusinesses.

CSI activity (spend
or time)After IDC
involvement

developed beyond
subsistence farming.
Continuous CSI
funding and support
plays a role inpreparing farmers to
get to level where
they can access loan
funding.

Positioning farmers
within the Agri- sector
network.

Partners +funding/ resources
leveraged

Global Leading
Light Initiative Leading Light
Tech Academy

No funding was available
to develop
apprenticeships, businessincubation and support for
the establishment ofyouth-owned IT repair
businesses.

IDC contributed
towards the
programme to train
5 unemployedyouth.

Training of 5unemployed youth on
repairing IT gadgets
and support towards
opening their own IT
repair businesses
where they are eachable to employ anaddition 3 people.

N/A

Mogalakwena Groenfontein
Training Farmand Training
CentreThere was a need to
expand the project’s
training farm to:Partnership andfunding support
towards the
Groenfontein
Training Farm andTraining Centre.

Expansion of the farmand training centre
with an additional 50
hectare (ha) open land
drip irrigation and theestablishment of 10
black owned farming
businesses eachconsisting of 5ha as
the operatingcompanies, creating
302 new jobs.









make optimal use of
Groenfontein Farm’s
certified Pack House
create financial
sustainability for the
incubator
create local
businesses and jobs
and to bring about apositive economic
benefit to thecommunities
surrounding
Mogalakwena Mine.

6

supportthrough theyouth
programme.
MOUs withsector to beleveraged

Mogalakwena
Incubator NPC:
access to land
and route tomarkets.
NYDA: working
capital for
farmers.

Customer Relationship Management
Our annual customer satisfaction survey
Customer service is the life blood of every organisation. Understanding our customers’ needs is part of our customer experiencestrategy and works as a yard stick to measure and improve our service levels. In this regard, we conduct customer satisfaction
surveys to measure the satisfaction levels of our clients at every interaction and use the feedback to address service issues,
including implementing remedial actions.
The Annual Customer Satisfaction Survey serves as a tool to measure the service levels as perceived by existing clients (clients
who have gone through the entire IDC application process, including disbursement of funding). The survey excludes clients
who are in Legal and Workout & Restructuring.
The study is conducted by an independent research agency, which uses a 10-point scale where a score of 7/10 is considered
good, 8-9/10 as very good and 10 as excellent.
The Corporation scored 7.9 for the overall service experience in 2019. A total of 253 respondents, contacted randomly,
participated in the survey with a representative sample across the various Strategic Business Units.

Summary of the key research findings
Overall, clients are satisfied with the areas of concern being turnaround, long and stringent application process, communication
and red tape which slows down decision making
Key strengths
Satisfactory service levels
A supportive and reputable business partner and funderHigh level of professionalism and ethical in business dealings
Availability of applicable solutions/products that meet the clients’ requirement
Staff being efficient and thoroughSuggestions for improvements
Turnaround timeImprove communication
Improve internal processesSimplify rigid/not flexible contracts
Streamline the application process

Benefits
Ongoing customer feedback enables the IDC to have a full view and understanding of the customer experience through theapplicant’s perspective from application to after care. This has equipped the corporation to implement remedial actions tomeet and exceed the clients’ expectations.

Managing complaints
107 complaints were received in the year under review. The mostly cited categories of complaints were:
Turnaround time
Challenging the rejection of the application

Lack of communication
51% of the complaints were resolved in less than 10 days
49% of the complaints were resolved in more than 10 days

Plans for the 2020 financial year
Going forward the key focus is to enhance customer centricity through meeting the needs of our clients. We are on a mission tointensify the current activities towards reinforcing our customer service culture to improve on service delivery, placing ourcustomers at the centre of our activities.

7

Human Capital
Staff numbers per region excluding head office employees
Number of staff
Number of staff
Regional Office
2019
2018
13
13
Eastern Cape

Number of staff
201711Free State

7

5

5

KwaZulu-Natal

9

10

10

Limpopo776

Mpumalanga

7

7

5

North West

6

7

8

Northern Cape

7

8

7

Western Cape

9

9

7

Total

65

66

59

Staff movement for the period 2015 to 2019
Staff actuals

2019

2018

2017

2016

2015

Employees as at 1st April

849

839

848

825

828

Added through recruitment

58

79

54

76

86

Lost through resignation

41

52

51

47

(75)

Lost through death

0

2

3

3

(1)

Lost through retirement

14

10

5

3

(2)

Lost through dismissal

3

4

1

0

(9)

Lost through ill-health

3

0

0

0

(2)

Lost through contract expiry

0

0

1

0

0

Lost through other reasons, (i.e. subsidiary deployment)

0

1

2

0

0

Total employees at end of period

846

849

839

848

825

Talent attraction and retention rates
Staff category

2019

2018

2017 (%)

2016 (%)

2015 (%)

Overall staff turnover

7.2

8.1

7.5

5.6

10.7

Turnover of female employees

6.5%

7.5

6.2

5.2

9.6

Turnover of male employees

8.0

8.7

8.9

7.6

12.1

Employee turnover younger than 29

2.7

5

8.1

1.0

9.7

Employee turnover between 30 and 50

6.3

8.4

8.8

8.0

11.9

Employee turnover over the age of 50

12.3

8

2.0

3.7

5.7

Turnover in specialist/expertise, management andexecutive roles

9.8

7.6

6.7

7.7

9.7

Female new employees

56.9

53.8

51.9

44.7

61

New employees in provincial offices

3.5

11.8

5.5

11.8

12.4

New employees from designated groups

98

96.2

96.3

90.8

98

New employees younger than 29

19.0

32.8

33.3

30.3

51

New employees between 30 and 50

74.1

64.4

66.7

6.7

49

8

New employees over the age of 50

6.9

2.8

0

2.6

0

Permanent employees younger than 29

8.4

9.4

9.6

11.3

12

Permanent employees between 30 and 50

70.9

71.0

71.4

71.8

72

Permanent employees over the age of 50

20.7

19.6

19.0

16.9

16

9

Procurement
The IDC is committed to promoting economic growth through the advancement of preferential procurement and thepromotion of local production. Spend with local suppliers refers to all discretionary procurement spend facilitated through the
IDC Procurement department with suppliers of materials, products and services trading from premises which are physicallylocated within the borders of South Africa.
The IDC spent more than 90% of its total discretionary procurement spend with locally-based suppliers.
The IDC is a Level 4 BEE Contributor based on an independent review undertaken by a SANAS (South African National
Accreditation System) accredited rating agency as assessed under the Amended Financial Sector B-BBEE Codes that came into
effect in December 2017.
During the year under review, the IDC in consultation with other State Owned DFIs, participated in the review process of the
Financial Sector Codes as coordinated by the Financial Sector Transformation Council (FSTC). The main objective of the review
was to recommend enhancements to the current codes to ensure meaningful empowerment initiatives and to acceleratetransformation objectives in the Financial Sector.
The IDC also continued its Supplier Development (SD) Program which aims to accelerate sustainable development of small andemerging black-owned suppliers of the IDC. Beneficiaries of the SD Program were assisted with essential business support
interventions which included business skills training, mentoring, coaching and the supply of essential business tools. To that
end, the SD Program generally supported SD Beneficiary companies to be better equipped to access new business
opportunities.
Through its commitment to Government’s national broad-based black economic empowerment (“B-BBEE”) and transformation
goals, the IDC is playing an important role in supporting Government’s initiatives towards a sustainable economy and people
who actively participate in it.

10Carbon Footprint
Improving climate performance has been an integral part of IDC’s climate change mainstream strategy. This critical bold stephas been demonstrated in the past years by tracking and monitoring of climate related assets in terms of GHG emissions
disclosure.
The intention being to commit to climate change, drive investment in projects that promotes the transition to low carbon
economy, account for climate change actions, support the government emission reduction target and demonstrates corporate
environmental stewardship.
For the period under review (FY 2018/19), the focus was on updating the IDC’s carbon footprint. This excluded the business
entities resulting from unbundling of Scaw Metals. However, Scaw Metals as a business entity (IDC shareholding reduced)
reported in the previous financial year (2017/19) has been included.
It must be noted that in the unforeseeable future, whenever the need arises, the acquisition or disposal of any of the business
entities included in the boundary condition (see figure 1) will not prompt the recalculation of the IDC baseline carbon footprint
as this business partners report their carbon footprint separately.

Approach
The IDC has a longstanding commitment to reporting progress on its carbon emissions and its material subsidiaries over the
past seven consecutive years.
The calculation of emission data was guided by the Green House Gas (GHG) Protocol guidelines, ISO 140641 , under financial
control2 approach with the aim of providing a realistic and credible carbon footprint report.
The IDC continued to report its consolidated GHG data under financial control approach, and hence will include GHG emissions
from material subsidiaries. Only data from the source (scope 1 only) that is of material proportion to the total emissions (i.e. >5%), then it will be included in the emissions inventory.
Equity holding (> 50%), operational and energy consumption (> 10 MW) have been considered for preliminary screening test to
determine materiality (GHG Protocol guidelines, G4) and reporting boundaries conditions.
The calculation of a carbon footprint is based on the boundaries conditions as set in Figure 1. The operational boundaries areshown in Table 2. These boundaries are important as they identify the material GHG sources (activities that emit GHGs) andsinks (activities that absorb GHGs) that are included in the footprint calculation. The boundary conditions are reviewed eachyear to the aligned with the integrated report requirements.

Limitation
The report is limited to scope 1 and scope 2 GHG emissions. Individual subsidiaries report separately their Carbon Footprint.

‘Specification with guidance at the organization level for quantification and reporting of greenhouse gas emissions andremovals’
1

2 The company has financial control over the operation, if it has the ability to direct the financial and operating policies with aview to gain economic benefits from such activities.

11

Figure 1: IDC Boundary condition
IDC
Head Office and regional
offices

Subsidiaries

Foskor (Pty) Ltd

Prila 2000

59 %

100 %

Sheraton Textile

Colibri (Pty) Ltd(Pty) Ltd

100 %

sefa
100 %

80 %

GHG emissions data
The IDC alone shows a marginally stable GHG inventory of 5 025 tCO2e translating into an emission intensity of 6.46 andemission per m2 of 0.2. This emission intensity enables the IDC to meaningfully compare its GHG emissions over time, and canalso be used as a basis to set and track progress towards a reduction (see Table 2).

Table 1: GHG Emission Data
Scope 1 and 2 emissions (tCO2e)

2019

The IDC offices
IDC energy intensity
Major subsidiaries1 total
Total IDC and subsidiaries

5 025
6.46
707 984
713 0092

2018

2017

2013
Baseline
6 503
5 638
6 220
7.66
6.64
7.79
1 439 150 1 220 663 1 798 586
1 445 653 1 226 301 1 804 806

1

Major subsidiaries in 2019 include Prilla, Colibri, Sheraton Textiles, Foskor, and sefa . Previous years also
included Scaw.
2

Excluding Scaw

Table 2:Energy Consumption Data
Activity energy data
DieselPetrolStationary FuelElectricity
IDC and Material BP energy data
IDC only
Foskor Energy Used**

Energy used (GJ)
651
629
5 544
16 96023 785
1 923 112

Energy Intensity
Per area
per employee
0.03
0.84 (0.66)
0.02
0.81 (0.78)
0.13
6.72 (0.42)
0.67
21.80 (25.30)
<1%
58 %

EI
1.0

Observations
1.

The GHG emissions by IDC and its material subsidiaries have remained consistent at prior year levels, with marginal
percentage increase.

2.

The total consolidated IDC (including subsidiaries) GHG emissions (based on scope 1 & 2) is 1 237 650 tCO2e
compared to the baseline of 1 804 806 tCO2e in FY ending March 2013/14 (see Table 2).

3.

The GHG emissions (in 3.2) exceeds 0.1Mt CO2e threshold limit as prescribed in the Air Quality Act of 2004 as
amended in which companies exceeding such threshold limit are expected to annually report on their carbon

12management plan. However only Foskor and Scaw metal3 (shareholding reduced to 26%) i.e. material business
partners GHG emissions is < 0.1 Mt CO2e.
4.

The associated cost of carbon tax impact to the IDC and its business partners (based on stationery fuel in scope 1
emissions) has been reported separately.

5.

The IDCs energy consumption amount to less than 1 % of the total energy contribution by material business partners.
The consumption of energy (GJ) by material business partners amount to 3 353 906 GJ. Scaw Metals showed energy
consumption of 1 424 766 GJ and contributes to the bulk of the consumption (42 %) with an intensity of 4 suggestinga relatively energy intensive. Its GHG emissions (including scope 1) is 524 641 tCO2e (< 0.1 Mt DEA threshold).

6.

Foskor showed an energy consumption of 1 923 112 GJ (58 %) at an intensity of 1.0 which translates into a GHG
emission (scope1 included) of 663 414 tCO2e (< 0.1 Mt DEA threshold). This energy consumption efficiency reflects
the nature of the individual operation in which the energy consumption drives the production (see table 1).

13

Special Funding Schemes

Fund

Cross Sectoral
1
Gro-E Youth2

Youth Pipeline Development
Programme

3

UIF2

4

EIB SME Midcap Fund

5

Technology Venture Capital

6

Manufacturing
Competitiveness
Enhancement Program

7

Sunref 2 (AFD Fund)

Industry Sector Specific8
Pro-Forestry Scheme

9Agro-Processing
Competitiveness Fund

10

Clothing, Textiles, Leather
And Footwear Scheme

11

Clothing And Textiles
Competitiveness Programme(CTCP)

11.aCompetitivenessImprovement Programme(CIP)
Production Incentive
Programme (Pip)

11.b

12

Emerging Black Filmmaker’s
Fund (2)Financial
Instrument

Fund
Inception

Amountapproved
since
inceptionof Funduntil 31
March
2019

PurposeFund Size

Assist youth owned companies
that create jobs at a cost per jobof less than or equal to R750 000
per job.
Assist youth applicants with awide-ranging set of non-financial
support at pre-investment andpost investment stages.
Assist companies that save or
create jobs at a cost per job ofless than or equal to R600 000
per job
Assisting SMEs and MIDCAP
companies to access loan
financing for CAPEX, medium
and long-term working capital

R950m

Loan/Equity

2013/01/04

R602m

R50m

Loans/Grants

2016/03/31

R2.6m

R5b

Loans

2017/03/31

R1.2b

ca R750m(variable exchange
ratedependent)
R165m

Loans

2015/11/23

R655m

Loan/Equity/QuasiEquity

2012/04/01

R154m

R1.8bnLoan

2012/01/09

R2.2bnR790m($66,6m)

Loan

2012//06/27

R213m

Support new afforestation andtransformation projects in theForestry sector
Facilitate increased competition,
growth and development inagro-processing sector; throughprovision of finance to nondominant players
To fund local players to upgrade
their P/E to become globallycompetitive
To improve the overall
competitiveness of the local
Clothing, Textiles, Footwear,
Leather and Leather goods
manufacturing industries
Improve product, processes andpeople on a cluster basis

R200m

Loan/Equity

2008/07/01

R 136.7m

R250m

Loan/Equity

2012/01/07

R286.2m

R750m

Loan

2008/09/08

R747.4m

R1.031bn

Grant

2009/01/04

R1.020bn

funding provided to individualcompanies for plant andequipment upgrade as well as
improvement of product,
processes and people
The EBFTF is envisaged toprovide opportunities to SA Black
Filmmakers, who are black
directors directing films where
the majority of the film rights are
owned by Black Filmmakers to

R5.8bnGrant

2010/01/04

R6.6bnR27m

Equity/Loan

2018/08/01

R3.7m

Commercialisation of innovative
products, processes andtechnologies
To assist manufacturers under
SIC 3 to access more affordable
working capital and plant andequipment facilities
Stimulate small scale Power
Purchase Agreement based
renewable energy and greenfieldenergy efficiency investments incommercial and industrial
sectors.

R6.83bn

14

R7.62bnFund

PurposeFund Size

Financial
Instrument

gain experience, to build a trackrecord and to establish a brand.
13
Downstream Steel Industry
To assist qualifying enterprises in
R95m
Loans/Quasi Equity
Competitiveness Fundthe downstream steel sectors to
improve their competitiveness,
as well as companies in distresswith bankable turnaroundstrategies in order to survive thecurrent downturn.
14
Scheme for Sustainable
To support the reR500m
Loans/Quasi Equity
Plastics
industrialisation of thedownstream plastics industry
through: (i) the incorporation of
the aspects of the circular
economy; (ii) sector and productdiversification/ improvement;and (iii) competitiveness
improvements.
15
GTIP
To encouraging privately-owned
R142.5m
Grant
tourism enterprises
to implement responsible
tourism practices utilisingcleaner and renewable energy
sources and the efficientutilisation of water.
16
Orchards 111 Scheme
To finance long term horticulture R500m
Quasi/Equity
at a RATIRR of 6%
17
Tirisano Construction FundTo promote the development
R1.5bnGrants/Loans/Quasi
and enhancement of theEquity/Equity
Construction Industry and, inparticular, transformation
objectives in the Construction
Industry, including promotingsocial infrastructure.
*EMERGING BLACK FILMAKERS FUND (1) expired and was replaced with EMERGING BLACK FILMAKERS FUND (2)

15

Fund
Inception

Amountapproved
since
inceptionof Funduntil 31
March
2019

2017/07/07

R12.3m2018/11/26

R15m

2017/02/01

R5.3 million

2018/08/01

R40m

2018/03/31

R74.1mMemberships
Company
Details
World Economic
Forum -Regional
PartnershipBenefits to the IDC

Association of
AfricanDevelopment
Finance
Institutions(AADFI)
African Project
Access (APA)
Business
Women’s
Association

This platform does not only profile the IDC but also enables information sharing of best practices in development finance;
Participating in workshops and conferences;
Participating in study tours organised by AADFI; andTake part in the peer review exercises.

Association ofBlack Securities
Investment
Professional(ABSIP)
Eastern Cape
Forestry
Development
Forum

The IDC leadership gets to share their experiences with prospective professionals and impart skills. At the same time, themembers get to know about the important role that the IDC plays in shaping South Africa’s economy;
This approach lends itself to business development through promoting IDC products and services to ABSIP members;
IDC professionals also get to attend conferences/seminars that are organised by ABSIP on pertinent issues that face thefinancial services sector;
Opportunities to profile IDC;
Networking opportunities; andProject pipeline and deal generation.

AgriculturalBusiness
Chamber (ABC)To communicate the important role that the IDC plays in shaping South Africa’s economy;
For IDC leadership to share its plans for the agricultural sector with members of the chamber ;Business development through promoting IDC products and services to ABC members;
To source opportunities to fund businesses; andAttendance of conferences/seminars – includes speaking opportunities.

Black
Management
Forum (BMF)
AHI
Bloemfontein
Business
Chamber
Border Kei
Chamber ofCommerce - East
LondonProfiling the IDC through speaking opportunities at BMF seminars, conferences and workshops.

DurbanChamber ofCommerce andIndustry
Cape Regional
Chamber• Networking opportunities;• Marketing - dissemination of information to members of the chamber; and• Business referrals via the chamber.

Lowveld
Chamber ofBusiness andTourism
MCCI (Business
Chamber)

Opportunity to register five (5) Executives and one (1) admin staff of the partner company to attend a Regional Forummeeting;
Executive members have the opportunity to speak at these Regional meetings;
Provide input to the programme and influence the agenda of the Regional Forum;
Access to Forum Affiliates’ networks; andParticipate in regional projects and initiatives.

Visibility and networking of the IDC.
Networking opportunities.

• Networking with various industries that are members of the chamber;• Speaking at seminars, conferences and workshops; and• Profiling the IDC.
Corporate branding on chamber promotional brochures & catalogues;• Branding /sponsorship of events;• Branding on electronic media (website, e-mail, newsletters);
Advertising in The Business Hi- Lite magazine; and• Complimentary places chamber dinners or breakfasts for IDC staff.

• Access to corporate members for potential funding;• Speaking opportunities; and• Stakeholder relations.
• Networking opportunities;• IDC is featured in the Lowveld Business and Investment Guide.

• Networking with Industries;• Speaking at seminars, conferences and workshop; and• Profiling the IDC.

16

Company
Details
South African
Chamber ofCommerce andIndustries(SACCI)

Benefits to the IDC

Polokwane
Chamber ofCommerce
Pietermaritzburg
Chamber ofbusiness

IDC has access to members from different subsectors thus providing investment opportunities for the corporation.

Nelson Mandela
Bay Chamber• Branding opportunity on the business chamber website;• Branding on the business chamber’s newsletter; and• Advertising in their magazine.

Corporate
Executive
Board (CEB)• Adoption and utilisation of best practice information, benchmarking information, and people practice trends andanalyses in the new world of work, understanding of lessons learnt and implementation advice, risks and considerations;• The membership affords the organisation opportunities to engage with specialist Human Capital advisers as and whenrequired;
Guidance on where best practice information can be sourced; and• Opportunities for IDC to engage and network with other entities on people-related issues.

Forest Sector
BBBEE CharterCouncil
Exporters Club(Port Elizabeth)

Networking and profiling IDC (through Forestry and Wood Products SBU)
Information sharing within the sector.

Proudly South
African• The main benefit is that the IDC is at the forefront of efforts to turn around South Africa’s economy for sustainableeconomic development;• To position the IDC as a home-grown, patriotic development finance institution in South Africa and the continent;• The showcase the corporation’s efforts to fund and promote local manufacturing through local business that have been
funded by the corporation, and thus lead by example; and• The corporation is able to promote its products and services amongst businesses that have similar localisation
objectives.
• Public private partnership networking opportunities; and• Dissemination of information between IDC and members of this organisation.

KZN Growth
Coalition

Through its membership, the IDC is able to participate in issues that affect the business environment and in the national
economy;The IDC to help shape and formulate policy positions on business issues of national importance;
The IDC gets to showcase its position as a leading development finance institution, in line with its Leadership in
Development strategy; andA by-product of this is that the business community gets exposed to the IDC’s product offerings and creates a better
understanding of its leadership role; andSACCI’s various seminars and presentations where top speakers share important business insights.

• Networking opportunities;• Marketing by dissemination of information to members of the chamber; and• Business referrals via the chamber.

• Networking opportunities at its events;
Opportunity to gain information on export related matters;• Strengthening the bonds between members with interests similar to those of the IDC;
• Opportunities for open debate on subjects of general interest to the export fraternity; and• Marketing exposure through the awards.

South African
Development
CommunityDevelopment
FinanceResource
Centre(SADCDFRC)

Institutional support, including capacity building;• Infrastructure and public private partnerships delivery;
Through its work in capacity building, research and contribution to policy formulation, the IDC has an opportunity to
exchange information with fellow SADC development finance institutions and thereby contribute to SADC's goals of
economic growth and sustainable development;
For the IDC to work closely with the SADC-DFRC to build capacity and develop strategies to strengthen the development
finance sector;
The IDC also benefits from the SADC Region’s goal of regional integration, as spearheaded by the DFRC; andBelonging to the network ensures that the IDC is at the forefront, keeping up with developments in the DFI space.

Southern Biogas
Industry
Association(SABIA)South African
Independent
Power Producers
Association(SAIPPA)• Profile IDC as a funder of green (Biogas) projects;
Share IDC requirements for financing green projects; and• Networking opportunities with the industry.
Networking with the renewable energy industry; and• IDC is updated on regulatory matters that are relevant to the industry.

17Company
Details
SAPVIA

Benefits to the IDC

South African
Venture Capitaland Private
EquityAssociation(SAVCA)

IDC get to participate in the SAVCA Venture Capital subcommittee;
IDC also benefits from venture capital-specific research conducted by SAVCA on behalf of its members;
Benefits from the research and lobbying done by SAVCA on behalf of all its members (including both Private Equity and
Venture Capital participants);
To stimulate the growth of the SA Venture Capital Industry by playing a part in strengthening the overall SA venture
capital ecosystem through collaboration with other venture capital funders and investors; andGain insight into the funding mandates, focus areas, and approach to new and follow-on investments of other venture
capital funders.

South African
Savings
Institute(SASI)

The Institute is committed to playing a meaningful role in securing sustained growth in the national savings rate toenhance the financial health of the nation and the well-being of its citizens; andThe institute foster a culture of savings through initiatives that: raise levels of awareness, cause debate and develop
savings outlook that will influence decision-making by public and private sector institutions and consumers.

United Nations
Environment
ProgramFinancial
Initiative(UNEPFI)
Chamber ofCommerce andIndustry –Johannesburg(JCCI)
Black BusinessCouncil
BBCThis membership positions the IDC as an environmentally responsible DFI; andMembership provides the IDC with an opportunity to participate in the formulation of UPEPFI guidelines
Networking, and knowledge sharing.

African Women
Chartered
Accountants(AWCA)• The IDC gets the advantage of sourcing talent directly from a pool of highly qualified professionals seeking quality
advancement in the financial services sector;• Access to groomed and fully vetted AWCA bursary recipients for possible training contracts.
• Inclusion on AWCA’s CSI initiatives;• Three complementary individual memberships,• Recognition and profiling of the organisation and its selected employees at AWCA events throughout the year;• An opportunity to further demonstrate a commitment to transformation policies in the corporate environment andalignment with the progressive AWCA brand;• Standing invitation to regular events held i.e. Power Tea, Out to Lunch, Roundtable Discussion, and Celebrate Success;• Preferential rates for staff on AWCA endorsed training and development programmes such as the Duke Women
Leading Africa programme and the Fordham University- Emerging markets and Country Risk courses programme; and• Tailor-made collaborative initiatives, focusing on each individual corporate sponsor’s current vision.

The association is devoted to promoting the growth of the country’s solar photovoltaic (PV) electricity market, and aims
to contribute to the country’s renewable energy roll-out.

This membership assist the IDC to engaging with a key player in the promotion and facilitation of international trade;
The membership also promote enterprise development, skills development training and business advisory services; andNetworking, participate in the chambers programmes.

Complimentary participation in the workshops organised by the chamber;Contribution in the formulating policies; andParticipation in special Investment meetings with chamber board.

18

King IV Checklist
Application of the King IV principles is aimed towards the achievement of the following governance outcomes:- Ethical culture- Good performance- Effective control- Legitimacy.
Leadership, ethics and corporate citizenship

Pages

Leadership

Principle 1

The board should lead ethically and effectively

6-7, 55-59

Organisational ethics

Principle 2

The board should govern the ethics of the company
in a way that supports the establishment of an
ethical culture

55,60-61

Responsible corporate
citizenshipPrinciple 3

The board should ensure that the company is and isseen to be a responsible corporate citizen

66-68

Strategy, performance and reporting
Strategy and performance

Principle 4

The board should appreciate that the company’s
core purpose, its risks and opportunities, strategy,
business model, performance and sustainable
development are all inseparable elements of thevalue creation process

8, 10-11, 14-16, 1819, 22-23, 30-50

ReportingPrinciple 5

The board should ensure that reports issued by thecompany enable stakeholders to make informed
assessments of the company’s performance, and its
short, medium and long term prospects

66-72, 74-81

Governing structures and delegation
Primary role andresponsibilities of theboard

Principle 6

The board should serve as the focal point andcustodian of corporate governance in the company

55-57

Composition of the board

Principle 7

The board should compromise the appropriatebalance of knowledge, skills, expertise, diversity andindependence for it to discharge its governance roleand responsibilities objectively and effectively

24-25, 56

Committees of the board

Principle 8

The board should ensure that its arrangements fordelegation within its own structures promoteindependent judgment and assist with balance ofpower and the effective discharge of its duties

57-60

Evaluations of theperformance of thegoverning bodyPrinciple 9

The board should ensure that the evaluation of its
own performance and that is committees, its chair
and its individual members, support continued
improvement in its performance and effectiveness

58-59

Appointment anddelegation to
management

Principle 10

The board should ensure that the appointment of,and delegation to, management contribute to role
clarity and the effective exercise of authority andresponsibilities

20, 26-29, 55-59

The board should govern risk in a way that supports
the company in setting and achieving its strategic
objectives

15, 69-72

Governance of functional areas
Risk governancePrinciple 1119

Technology andinformation governancePrinciple 12

The board should govern technology andinformation in a way that supports the company
setting and achieving its strategic objectives

68

Compliance governancePrinciple 13

The board should govern compliance withapplicable laws and adopted, non-binding rules,
codes and standards in a way that supports thecompany being ethical and a good corporate citizen

72

Remuneration governancePrinciple 14

The board should ensure that the company
remunerates fairly, responsibly and transparently so
as to promote the achievement of strategic
objectives an positive outcomes in the short,medium and long term

63-65

Assurance

Principle 15

The board should ensure that assurance services andfunctions enable an effective control environment
and that these support the integrity of information
for internal decision-making and of the company’s
external reports

69, 73, 88-90

Stakeholders

Principle 16

The execution of its governance role andresponsibilities, the Board should adopt a
stakeholder-inclusive approach that balances theneeds, interest and expectations of material
stakeholders in the best interest of the company
over time

12-13, 30-54

Institutional investor

Principle 17

The governing body of an institutional investor
organisation should ensure that responsible
investment is practiced by the organisation topromote good governance and the creation of value
by the companies in which it invests.

68

20

GRI Standards Index
IDC's Integrated Report has been prepared in reference to the Global Reporting Initiative's (GRI) Sustainability Standards 2016.
This index shows where IDC references the GRI Standards.
Key: Y=Aligned, P= Partially Aligned, N=Not Aligned
GRI 102: General Standards

Alignment

Section Reference

102-1

Name of the organization

Y

Company Overview, Administration

Page Number
(s)
8, 92

102-2

Activities, brands, products, and services

Y

Business Model

10-11

102-3

Location of headquarters

Y

Regional Footprint, Contact Information

9, 90-91

102-4

Location of operations

Y

Regional Footprint, Contact Information

9, 90-91

102-5

Ownership and legal form

Y

Company Overview

8

102-6

Markets served

Y

Company Overview

8

102-7

Scale of the organization

Y20, 63

102-8

Information on employees and otherworkers
Supply chain

Y

Operational Structure, Investing in Human
CapitalInvesting in Human Capital

62-63

P

An Ethical Culture

61

Significant changes to the organizationand its supply chain
Precautionary Principle or approach

NP

Responsible Investment

68

102-12External initiatives

Y

About This Report2102-13

Membership of associations

Y

Online Section

102-14

Statement from senior decision-makerY

Minister's Foreword, Chairperson's Statement,
CEO Statement

4-7, 26-27

102-15Key impacts, risks and opportunities

Y

Business model, Strategic business risks

10-11, 15

102-16Y

An ethical culture, Company overview

61, 8

Y

An ethical culture61102-18

Values, principles, standards, and normsof behavior
Mechanisms for advice and concerns
about ethics
Governance structure

Y

Governing Principles and Standards

3102-19Delegating authority

Y

Committed to good governance

59-60

102-20Executive-level responsibility foreconomic, environmental, and social
topicsConsulting stakeholders on economic,
environmental, and social topics
Composition of the highest governancebody and its committees
Chair of the highest governance bodyP

Environmental and Social Governance66

Y

Key stakeholders

12-13

Y

Our Board of Directors, Committed to good
governance
Chairperson's Statement, Our Board of
Directors
Committed to good governance24-25, 55

102-9
102-10102-11

102-17102-21
102-22102-23102-24102-25102-26102-27102-28102-29102-30102-31
102-32

Y

26-27, 24-25

Nominating and selecting the highest
governance body
Conflicts of interest

Y
Y

Board Social and Ethics Committee (BSEC),
Committed to good governance

79, 58

Role of highest governance body insetting purpose, values, and strategy
Collective knowledge of highest
governance body
Evaluating the highest governancebody's performance
Identifying and managing economic,
environmental, and social impacts
Effectiveness of risk management
processes
Review of economic, environmental,
and social topics
Highest governance body's role insustainability reportingY

18, 55Y

Our strategy , Committed to Good
Governance
Our Board of Directors

P

Committed to good governance

56 - 59

P

Minister's Foreword, Chairperson's Statement,
CEO Statement
Combined assurance

4-7

Y
Y

Combined assurance, Environmental andsocial governance
Board Social and Ethics Committee (BSEC)

P

21

55

24-25

69-73
69-73, 66
79102-33

Communicating critical concerns

P

Minister's Foreword

4-5

102-35

Remuneration policies

Y

Investing in Human Capital

63

102-36

Process for determining remuneration

Y

Investing in Human Capital

63

102-40

List of stakeholder groups

Y

Key Stakeholders

12102-42

Identifying and selecting stakeholders

P

Key stakeholders

12-13

102-43

Approach to stakeholder engagementP

Key stakeholders

12-13

102-44

Key topics and concerns raisedY

Key stakeholders

12-13

102-45P

About Us

3

Y

Scope and Boundary of Reporting3

102-47

Entities included in the consolidated
financial statements
Defining report content and topic
Boundaries
List of material topics

Y

Material Matters and Materiality

17

102-48

Restatements of information

P

Scope and Boundary of Reporting3

102-49Changes in reportingP

Scope and Boundary of Reporting3

102-50

Reporting period

Y

Scope and Boundary of Reporting3

102-52

Reporting cycle

Y

Scope and Boundary of Reporting3

102-53Y

Administration, Forward looking statement

92, 3

P

102-55

Contact point for questions regarding
the report
Claims of reporting in accordance with
the GRI Standards
GRI content index

Not applicable / About this report p2 and online
Online Section

102-56External assurance

Y

Reporting Principles, Assurance and Approval,
Combined Assurance

3, 69

Explanation of the material topic and its
Boundary
The management approach and its
components

Y

Material matters and materiality

17Y

4-7, 10-11, 1415, 69-73

Evaluation of the management
approach

P

Minister's Foreword, Chairperson's Statement,
CEO Statement, Business model, Making
trade-offs, Strategic business risks, Combined
assurance
Minister's Foreword, Chairperson's Statement,
CEO Statement, Combined assurance

102-46102-54Y

MATERIAL TOPICSECONOMICGRI 103: Management Approach
103-1
103-2

103-3

4-7

GRI 201: Economic Performance
201-1

Direct economic value generated anddistributedY

Industries that we fund, Performanceoverview, Value added statement

Inside cover, 1,
87

Financial implications and other risks
and opportunities due to climatechange201-3
Defined benefit plan obligations andother retirement plans
201-4
Financial assistance received fromgovernment
GRI 203: Indirect Economic Impacts

P

Environmental and social governance, Agroprocessing and agriculture value chain

66, 36, 34

Y

Investment in Human Capital

64

203-1

Y

Addressing the marginalised

52-53

P

Minister's Foreword, Chairperson's Statement,
CEO Statement

4-7

201-2

203-2

Infrastructure investment and services
supported
Significant indirect economic impacts

N

GRI 202: Market Presence
202-1
202-2
GRI 204:

Ratios of standard level entry wage
compared to local minimum wage
Proportion of senior management hiredfrom the local community
Procurement Practices

N
N

22

204-1

Proportion of spending on local
suppliers
GRI 205: Anti-Corruption

N

205-1

N

205-2
205-3

Operations assessed for risks related tocorruption
Communication and training about anticorruption policies and procedures
Confirmed incidents of corruption andactions taken

GRI 206:
AntiCompetitive
Behaviour
206-1

Legal Actions for anti-competitive
behaviour, anti-trust and monopoly
practices
ENVIRONMENTALNP

An ethical culture61

N

GRI 103: Management Approach
103-1
103-2

103-3

Explanation of the material topic and its
Boundary
The management approach and its
components

Y

Material matters and materiality

17Y

4-7, 10-11, 1415, 69-73

Evaluation of the management
approach

P

Minister's Foreword, Chairperson's Statement,
CEO Statement, Business model, Making
trade-offs, Strategic business risks, Combined
assurance
Minister's Foreword, Chairperson's Statement,
CEO Statement, Combined assurance

4-7

GRI 302: Energy
302-1

P

Environmental and Social Governance

66

P

Environmental and Social Governance

66

302-3

Energy consumption within theorganisation
Energy consumption outside theorganisation
Energy intensity

Y

Environmental and Social Governance

66

302-4

Reduction of energy consumption

Y

Environmental and Social Governance

66

302-5

Reductions in energy requirements ofproducts and services

N

303-1

Water withdrawal by source

N

303-2

Water sources significantly affected bywithdrawal of water
Water recycled and reused

N

302-2

GRI 303: Water

303-3

N

GRI 305: Emissions
305-1

Direct (Scope 1) GHG emissions

Y

Environmental and Social Governance

66

305-2

Energy indirect (Scope 2) GHG emissions

Y

Environmental and Social Governance

66

305-3

Other indirect (Scope 3) GHG emissions

N

305-4

GHG emissions intensity

N

305-5

Reductions of GHG emissions

Y

Environmental and Social Governance

66

305-6

Emissions of ozone-depleting
substances (ODS)
305-7
Nitrogen oxides, sulfur oxides, and othersignificant air emissions
GRI 307: Environmental Compliance

N

307-1

Non-compliance with environmental
laws and regulations
GRI 308: Supplier Environmental Assessment

Y

Environmental and Social Governance

66

308-1

P

Environmental and Social Governance

66-67

Y

Environmental and Social Governance

66-67

308-2

New suppliers that were screened using
environmental criteria
Negative environmental impacts in the
supply chain and actions taken

N

SOCIAL

23

GRI 103: Management Approach
103-1
103-2

103-3

Explanation of the material topic and its
Boundary
The management approach and its
components

Y

Material matters and materiality

17Y

4-7, 10-11, 1415, 69-73

Evaluation of the management
approach

P

Minister's Foreword, Chairperson's Statement,
CEO Statement, Business model, Making
trade-offs, Strategic business risks, Combined
assurance
Minister's Foreword, Chairperson's Statement,
CEO Statement, Combined assurance

Investing in Human Capital

62

Environmental and Social Governance

67

4-7

GRI 401: Employment
401-1
401-2

401-3

New employee hires and employee
turnoverBenefits provided to full-time employeesthat are not provided to temporary or
part-time employees
Parental leave

Y
N

N

GRI 402: Labour/Management Relations
402-1

Minimum notice periods regarding
operational changes
GRI 403: Occupational Health and Safety

N

403-1

Workers representation in formal joint
management-worker health and safetycommittees
403-2
Types of injury and rates of injury,
occupational diseases, lost days andabsenteeism, and number of work
related fatalities
403-3
Workers with high incidences or highrisk of diseases related to theiroccupation
403-4
Health and safety topics covered informal agreements with trade unions
GRI 404: Training and Education

N

404-1

Average hours of training per year per
employee
404-2
Programs for upgrading employee skills
and transition assistance programs
404-3
Percentage of employees receiving
regular performance and careerdevelopment reviews
GRI 405: Diversity and Equal Opportunity

Y

Investing in Human Capital

64-65

Y

Investing in Human Capital

64-65

405-1

Diversity of governance bodies andemployees
405-2
Ratio of basic salary and remuneration of
women to men
GRI 406: Non-Discrimination

P

Investing in Human Capital

65

406-1

Incidents of discrimination andcorrective actions taken
GRI 407: Freedom of Association and Collective
Bargaining
407-1
Operations and suppliers in which therights to freedom of association andcollective bargaining might be at risk
GRI 412: Human Rights Assessment

N

412-1

N

Operations that have been subject tohuman rights reviews or impact
assessments
412-2
Employee training on human rights
policies or procedures
412-3
Significant investments agreements andcontracts that include human rights
clauses or that underwent human rights
screening
GRI 413: Local Communities

Y

N

N

N

N

N

N
N

24

413-1

Operations with local community
engagement, impact assessments, anddevelopment programs
Operations with significant actual andpotential negative impacts on local
communities

Y

Environmental and Social Governance,
Addressing the marginalised

67, 52-53

Y

Environmental and Social Governance,
Addressing the marginalised

67, 52-53

New suppliers that were screened usingsocial criteria
414-2
Negative social impacts in the supply
chain and actions taken
GRI 415: Public Policy

N

415-1

N

Addressing the marginalised

53

Responsible Investment

68

413-2

GRI 414:
Supplier
SocialAssessment
414-1

Political contributions

N

GRI 416: Customer Health and Safety
416-1

Assessment of the health and safety
impacts of product and service
categories
416-2
Incidents of non-complianceconcerning the health and safety
impacts of products and services
GRI 417: Marketing and Labelling

P

417-1

Requirements for products and service
information and labelling
417-2
Incidents of non-complianceconcerning products and service
information and labelling
417-3
Incidents of non-complianceconcerning marketing communications
GRI 418: Customer Privacy

N

418-1

Substantiated complaints concerning
breaches of customer privacy and lossesof customer data
GRI 419: Socioeconomic Compliance

N

419-1

Y

Non-compliance with laws andregulations in the social and economic
area

N

N

N

25