GRI-index
Statement of use | N.V. Nederlandse Spoorwegen has reported in accordance with the GRI standards for the period from 1 January 2022 to 31 December 2022. | |||
GRI 1 used | GRI 1: Foundation 2021 | |||
Other source | Disclosures | Reference | Additional notes and omissions | |
General disclosures | ||||
1. The organisation and its reporting practices | ||||
GRI 2: General Disclosures 2021 | 2-1 | Organisational details | - NS in the Netherlands and Europe | |
2-2 | Entities included in the organisation’s sustainability reporting | - Scope and reporting criteria | Financial statements note 34, contrary to the consolidated financial statements, which also contain foreign entities, the sustainability reporting only includes the Dutch entities of NS. | |
2-3 | Reporting period, frequency and contact point | - About the scope of this report | Annually | |
2 April | Restatements of information | - Scope and reporting criteria | ||
2-5 | External assurance | - Combined independent auditor’s report and assurance report | ||
2. Activities and workers | ||||
2-6 | Activities, value chain and other business relationships | - Profile of NS | ||
2-7 | Employees | - Profile of NS | Omission: | |
2-8 | Workers who are not employees | - Profile of NS | ||
3. Governance | ||||
2-9 | Governance structure and composition | - Corporate governance | ||
2-10 | Nomination and selection of the highest governance body | - Corporate governance: Executive Board | ||
2-11 | Chair of the highest governance body | - Corporate governance | ||
2-12 | Role of the highest governance body in overseeing the management of impacts | - Corporate governance | ||
2-13 | Delegation of responsibility for managing impacts | - Corporate governance | ||
2-14 | Role of the highest governance body in sustainability reporting | - Corporate governance | ||
2-15 | Conflicts of interest | - Corporate governance: Executive Board | ||
2-16 | Communication of critical concerns | - Governance and integrity | Critical concerns are shared with the Executive Board on a daily basis, the figures are not monitored or tracked. | |
2-17 | Collective knowledge of the highest governance body | - Sustainable business | ||
2-18 | Evaluation of the performance of the highest governance body | - Report of the Supervisory Board | ||
2-19 | Remuneration policies | Executive Board remuneration report | ||
2-20 | Process to determine remuneration | - Corporate Governance | ||
2-21 | Annual total compensation ratio | - Executive Board remuneration report | The median annual remuneration increased by 8.94% compared to 2021, the remuneration of the CEO increased by 4%. The pay ratio was 9.3 in 2022 (2021: 9.8) | |
4. Strategy, policies and practices | ||||
2-22 | Statement on sustainable development strategy | - Foreword by the CEO | ||
2-23 | Policy commitments | - Organisational culture, integrity and compliance | Our own code of conduct and our code of conduct for suppliers are shared with our employees and suppliers when they start working at or start working with NS. If the codes are updated, these updates are shared with employees and suppliers. | |
2-24 | Embedding policy commitments | - Integrity Desk and Regulations for Reporting Integrity Issues | ||
2-25 | Processes to remediate negative impacts | - Our impact on the Netherlands | Omission: | |
2-26 | Mechanisms for seeking advice and raising concerns | - Integrity Desk and Regulations for Reporting Integrity Issues | ||
2-27 | Compliance with laws and regulations | - Organisational culture, integrity and compliance | In 2022, NS received no fines for possible non-compliance with laws and regulations. | |
2-28 | Membership associations | Dialogue with our stakeholders in the Netherlands | | |
5. Stakeholder engagement | ||||
2-29 | Approach to stakeholder engagement | Dialogue with our stakeholders in the Netherlands | ||
2-30 | Collective bargaining agreements | 99% of all employees of NS Group were covered by a collective labour agreement in 2022. The other employees (IAO) have individual employment conditions, but for continued payment during illness and accrual of pension, reference is made to the NS collective labour agreement. | ||
Material topics | ||||
GRI 3: Material topics 2021 | 3-1 | Process to determine material topics | - Notes to the material themes | |
3-2 | List of material topics | - Notes to the material themes | ||
Financially healthy organisation (GRI 201: Economic performance) | ||||
GRI 3: Material Topics 2021 | 3-3 | Management of material topics | - Finance in brief | |
GRI 201: Economic Performance 2016 | 201-1 | Direct economic value generated and distributed | - Finance in brief | |
201-4 | Financial assistance received from government | - Finance in brief | ||
Travelling and working in safety (GRI 403 Occupational Health and Safety) | ||||
GRI 3: Material Topics 2021 | 3-3 | Management of material topics | - Travelling and working in safety | |
403-3 | Occupational health services | - Safety culture | ||
403-7 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships | - Travelling and working in safety | ||
Sustainable business (GRI 302 Energy and GRI 305 emissions) | ||||
GRI 3: Material Topics 2021 | 3-3 | Management of material topics | - Our impact on the Netherlands | |
GRI 302: Energy 2016 | 302-1 | Energy consumption within the organisation | - Energy consumption | NS does not produce energy that it sells to other parties. For more details about the conversion factors used, please refer to: https://www.ns.nl/over-ns/duurzaamheid/mvo-berekeningen.html |
302-3 | Energy intensity | - Energy consumption | The information about our energy consumption only relates to consumption relating to our own activities and operations. | |
GRI 305: Emissions 2016 | 305-1 | Direct (Scope 1) GHG emissions | - CO2 emissions | The reported CO2 data concern our emissions of all CO2 equivalents. |
305-2 | Energy indirect (Scope 2) GHG emissions | - CO2 emissions | The reported CO2 data concern our emissions of all CO2 equivalents. | |
Other subjects | ||||
Operational performance (own indicator) | 3-3 | Management of material topics | - Our strategy | |
Indicators: | - Performance on the main rail network and the high-speed line | |||
Customer satisfaction (own indicator) | 3-3 | Management of material topics | - Dilemmas | |
Indicators: | - Customer satisfaction | |||
Attractive and inclusive employership | 3-3 | Management of material topics | - Attractive and inclusive employer | |
Indicators: | - Attractive & inclusive employer | |||
Door-to-door journey (own indicator) | 3-3 | Management of material topics | - Door-to-door journey | |
Indicator: | - Door-to-door journey | |||
International journeys (own indicator) | 3-3 | Management of material topics | - International connections | |
Indicator: | - International connections | |||
Collaborating with stakeholders (own indicator) | 3-3 | Management of material topics | - Dialogue with our stakeholders in the Netherlands | |
Indicator: | - Door-to-door journey | |||
World-class stations (own indicator) | 3-3 | Management of material topics | - Stations and their environment | |
Indicator: | - Stations and their environment | |||
Innovation, digitalisation and data-driven operations (own indicator) | 3-3 | Management of material topics | - The greatest opportunities and threats for NS | |
Indicators: | - Innovation | |||
Accessibility (own indicator) | 3-3 | Management of material topics | - Accessibility | |
Indicator: | - Accessibility | |||