Profile Disclosure |
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Strategy and Analysis |
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1.1. Statement from the most senior decision-maker of the organization |
Message from the CEO |
Complete |
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1.2. Description of key impacts, risks and opportunities |
Message from the CEO |
Complete |
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Organizational Profile |
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2.1. Name of the organization |
Profile |
Complete |
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2.2. Principal brands, products, and/or services |
Profile |
Complete |
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2.3. Operational structure of the organization |
Profile The Companies |
Complete |
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2.4. Location of organization´s headquarters |
Profile |
Complete |
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2.5. Number of countries where the organization operates |
Profile |
Complete |
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2.6. Nature of ownership and legal form |
Profile |
Complete |
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2.7. Markets served |
Profile The Company |
Complete |
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2.8. Scale of the reporting organization |
Profile |
Complete |
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2.9. Significant changes during the reporting period regarding size, structure, or ownership |
Profile |
Complete |
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2.10. Awards received in the reporting period |
The Company |
Complete |
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Report Parameters |
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3.1. Reporting period |
Reporting Process |
Complete |
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3.2. Date of the most recent previous report |
Reporting Process |
Complete |
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3.3. Reporting cycle |
Reporting Process |
Complete |
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3.4. Contact point for questions regarding the report or its contents |
Reporting Process |
Complete |
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3.5. Processo para a definição do conteúdo do relatório |
Engajamento de Stakeholders |
Complete |
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3.6. Boundary of the report |
Reporting Process |
Complete |
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3.7. State any specific limitations on the scope or boundary of the report |
Reporting Process |
Complete |
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3.8. Basis for reporting |
Reporting Process |
Complete |
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3.9. Data measurement techniques and the bases of calculations |
Reporting Process |
Partial |
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3.10. Explanation of the effect of any re-statements of information provided in earlier reports |
It is not necessary to reformulate any information provided in earlier reports |
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3.11. Significant changes from previous reporting periods |
Reporting Process |
Complete |
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3.12. Table identifying the location of the Standard Disclosures in the report |
GRI Remissive Index |
Complete |
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3.13. Policy and current practice with regard to seeking external assurance for the report |
Although this report is based on the GRI methodology, it will not be subject to external verification |
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Governance, Commitments and Engagement |
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4.1. Governance structure of the organization |
Board of Directors |
Partial |
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4.2. Indicate whether the Chair of the highest governance body is also an executive officer |
Board of Directors |
Complete |
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4.3. For organizations that have a unitary board structure state the number of members of the highest governance body that are independent and/or non-executive members |
Board of Directors |
Complete |
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4.4. Mechanisms for shareholders and employees to provide recommendations or direction for the highest governance body |
The Triumph adopts mechanisms for communication between employees and shareholders with the highest governance body: Shareholders through ri@triunfo.com; Employees through surveys Great Place to Work and Best Companies to Work For (S / A). These surveys employees can manifest (not identified) and the highest level of governance has access to all the answers. Portonave and Concer also feature Ombudsman for the domestic audience. |
Complete |
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4.6. Processes in place for the highest governance body to ensure conflicts of interest are avoided |
Board of Directors |
Partial |
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4.7. Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics |
Board of Directors |
Partial |
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4.8. Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation |
Mission/ Vision/ Values/ Sustainability Policy Policies and Code of Conduct |
Complete |
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4.10. Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance |
Audit Committee |
Partial |
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4.11. Explanation of whether and how the precautionary approach or principle is addressed by the organization |
Challenges and solutions Policies and Code of Conduct |
Complete |
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4.12. Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses |
Public Commitments |
Complete |
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4.13. Memberships in associations and/or national/international advocacy organizations in which the organization has positions, participates in projects or committees, provides substantive funding and/or views membership as strategic |
Public Commitments |
Complete |
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4.14. List of stakeholder groups engaged by the organization |
Stakeholder engagement Mapping and prioritization of stakeholders |
Complete |
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4.15. Basis for identification and selection of stakeholders with whom to engage |
Mapping and prioritization of stakeholders |
Complete |
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4.16. Approaches to stakeholder engagement |
Stakeholder engagement |
Complete |
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4.17. Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns |
Mapping and prioritization of themes and indicators |
Complete |
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Performance Indicators |
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Economic Performance |
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EC1. Direct economic value generated and distributed |
Economic Performance |
Complete |
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EC2. Financial implications and other risks and opportunities for the organization’s activities due to climate change |
Challenges and Solutions |
Complete |
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EC4. Significant financial assistance received from government |
Relations with government |
Complete |
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Market Presence |
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EC5. Range of ratios of standard entry level wage compared to local minimum wage at significant locations of operation. |
Salaries |
Partial |
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Environmental Performance |
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Energy |
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EN3. Direct energy consumption by primary energy source |
Energy |
Complete |
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EN4. Indirect energy consumption by primary source |
Energy |
Complete |
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Water |
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EN8. Total water withdrawal by source |
Water |
Complete |
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EN10. Percentage and total volume of water recycled and reused |
Water |
Partial |
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Biodiversity |
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EN13. Habitats protected or restored |
Biodiversity |
Complete |
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Products and Services |
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EN26. Initiatives to mitigate environmental impacts |
Econorte Environmental Performance Biodiversity |
Complete |
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Transport |
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EN29. Significant environmental impacts of transporting products and other goods and materials used for the organization’s operations, and transporting members of the workforce |
Environmental Performance |
Complete |
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Social Performance – Labor Practices and Decent Work |
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Employment |
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LA1. Total workforce by employment type, employment contract, and region |
Social Performance |
Complete |
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LA2. Total number and rate of employee turnover by age group, gender, and region |
Social performance |
Complete |
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LA3. Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations |
Benefits |
Complete |
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Training and Education |
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LA10. Average hours of training per year per employee by employee category |
Professional Qualification |
Partial |
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Diversity and Equal Opportunity |
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LA14. Ratio of basic salary of men to women by employee category |
Salaries |
Partial |
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Social Performance – Human Rights |
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Child Labor |
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HR6. Measures taken to contribute to the elimination of child labor |
Triunfo reports that none of its businesses or operations were identified as having significant risks of child labor occurrences |
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Forced and Compulsory Labor |
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HR7. Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor |
Triunfo reports that none of its businesses or operations were identified as having significant risks of forced or compulsory labor occurrences |
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Social Performance – Society |
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Community |
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SO1. Nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting. |
Relations with local communities Instituto Triunfo
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Complete |
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SO9. Operations with significant potential or actual negative impacts on local communities |
Relations with the local community Management for community improvements |
Complete |
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SO9. Operations with significant potential or actual negative impacts on local communities |
Relations with local communities Management for community improvements |
Complete |
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Corruption |
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SO2. Business units analyzed for risks related to corruption |
Policies and Code of Conduct |
Complete |
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SO3. Percentage of employees trained in organization's anti-corruption policies and procedures |
Policies and Code of Conduct |
Complete |
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SO4. Actions taken in response to incidents of corruption |
Policies and Code of Conduct |
Complete |
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Product Responsibility |
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PR5. Practices related to customer satisfaction, including results of surveys measuring customer satisfaction |
Concepa Client Relations |
Complete |
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Sectors |
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Airport Operators |
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AO1. Total number of passengers annually, broken down by passengers on international and domestic flights and broken down by origin-and-destination and transfer, including transit passengers |
Aeroportos Brasil Viracopos |
Plena |
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AO2. Annual total number of aircraft movements by day and by night, broken down by commercial passenger, commercial cargo, general aviation and state aviation flights. |
Aeroportos Brasil Viracopos |
Complete |
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AO3. Total amount of cargo tonnage. |
Aeroportos Brasil Viracopos |
Complete |
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Electric Utilities |
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EU1. Installed capacity, broken down by primary energy source and by regulatory regime. |
Rio Verde |
Complete |
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EU2. Net energy output broken down by primary energy source and by regulatory regime. |
Rio Verde |
Complete |
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EU3. Number of residential, industrial, institutional and commercial customer accounts |
Rio Verde |
Complete |
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EU10. Planned capacity against projected electricity demand over the long term, broken down by energy source and regulatory regime. |
Rio Verde |
Complete |
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EU28. Power outage frequency. |
Rio Verde |
Complete |
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EU29. Average power outage duration. |
Rio Verde |
Complete |
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EU30. Average plant availability factor by energy source and by regulatory regime |
Rio Verde |
Complete |
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Logistics and Transportation |
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LT1. Number of ships controlled by the reporting organization, broken down by the flag state. |
Maestra |
Complete |
© 2024 Relatório de Sustentabilidade Triunfo
