GRI content index
General disclosures:
GRI 1: Foundation 2021
SoftwareOne Holding AG has reported this information cited in this GRI content index for the period from 1 January 2023 to 31 December 2023 with the reference to the GRI Standards.
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GRI Indicator |
Disclosure |
Reference |
Spalte1 |
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GRI 2: General Disclosures 2021 |
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2–1-a |
Organisational details |
Annual Report – Overview |
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2–1-b |
Organisational details |
Corporate governance report – Group structure and shareholders |
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2–1-c |
Organisational details |
Corporate governance report – Group structure and shareholders |
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2–1-d |
Organisational details |
Annual Report – 2023 facts and figures |
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2–2-a |
Entities included in the organization’s sustainability reporting |
Annual Report – 2023 facts and figures |
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2–2-b |
Entities included in the organization’s sustainability reporting |
Annual Report – Consolidated income statement |
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2–3-a |
Reporting period, frequency and contact point |
NFR – A letter from our CEO |
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2–3-d |
Reporting period, frequency and contact point |
Annual Report – Information for shareholders |
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2–7-a |
Employees |
Annual Report - 2023 facts and figures |
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2–7-b-iv |
Employees |
Annual Report - 2023 facts and figures |
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2–7-c-i |
Employees |
Annual Report - 2023 facts and figures |
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2–9-a |
Governance structure and composition |
NFR – Our ESG structure & framework |
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2–9-b |
Governance structure and composition |
NFR – Our ESG structure & framework |
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2–9-c |
Governance structure and composition |
Corporate governance report – Board of Directors |
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2–9-c-i |
Governance structure and composition |
Corporate governance report – Board of Directors |
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2–9-c-ii |
Governance structure and composition |
Corporate governance report – Board of Directors |
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2–9-c-iii |
Governance structure and composition |
Corporate governance report – Board of Directors |
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2–9-c-iv |
Governance structure and composition |
Corporate governance report – Board of Directors |
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2–9-c-v |
Governance structure and composition |
Corporate governance report – Board of Directors |
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2–9-c-vii |
Governance structure and composition |
Corporate governance report – Board of Directors |
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2–9-c-viii |
Governance structure and composition |
Corporate governance report – Board of Directors |
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2–10-a |
Nomination and selection of the highest governance body |
Corporate governance report – Board of Directors |
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2–10-b |
Nomination and selection of the highest governance body |
Corporate governance report – Board of Directors |
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2–10-b-i |
Nomination and selection of the highest governance body |
Corporate governance report – Board of Directors |
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2–10-b-ii |
Nomination and selection of the highest governance body |
Corporate governance report – Board of Directors |
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2–10-b-iii |
Nomination and selection of the highest governance body |
Corporate governance report – Board of Directors |
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2–10-b-iv |
Nomination and selection of the highest governance body |
Corporate governance report – Board of Directors |
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2–11-a |
Chair of the highest governance body |
Corporate governance report – Board of Directors |
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2–11-b |
Chair of the highest governance body |
Corporate governance report – Board of Directors |
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2–15-a |
Conflicts of interest |
Corporate governance report – Board of Directors |
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2–15-b |
Conflicts of interest |
Corporate governance report – Board of Directors |
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2–15-b-i |
Conflicts of interest |
Corporate governance report – Board of Directors |
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2–15-b-ii |
Conflicts of interest |
Corporate governance report – Board of Directors |
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2–15-b-iii |
Conflicts of interest |
Corporate governance report – Board of Directors |
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2–18-a |
Evaluation of the performance of the highest governance body |
Corporate governance report – Changes of control and defense measures |
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2–18-b |
Evaluation of the performance of the highest governance body |
Corporate governance report – Changes of control and defense measures |
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2–18-c |
Evaluation of the performance of the highest governance body |
Corporate governance report – Changes of control and defense measures |
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2–19-a |
Remuneration policies |
Compensation report – Board of Directors compensation |
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2–19-a-i |
Remuneration policies |
Compensation report – Board of Directors compensation |
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2–19-b |
Remuneration policies |
Compensation report – Board of Directors compensation |
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2–22-a |
Statement on sustainable development strategy |
NFR – Our ESG structure & framework |
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2–23-a |
Policy Comitments |
NFR - Risks and opportunities |
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2–25-b |
Processes to remediate negative impacts |
NFR - Integrity Line |
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2–26-a |
Mechanisms for seeking advice and raising concerns |
NFR - Integrity Line |
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2–26-a-i |
Mechanisms for seeking advice and raising concerns |
NFR - Integrity Line |
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2–26-a-ii |
Mechanisms for seeking advice and raising concerns |
NFR - Integrity Line |
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2–29-a |
Approach to stakeholder engagement |
Corporate governance report – Shareholders' participation rights |
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2–29-a-i |
Approach to stakeholder engagement |
Corporate governance report – Shareholders' participation rights |
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2–29-a-ii |
Approach to stakeholder engagement |
Corporate governance report – Shareholders' participation rights |
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2–29-a-iii |
Approach to stakeholder engagement |
Corporate governance report – Shareholders' participation rights |
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GRI 3: Material topics 2021 |
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3–1-a |
Process to determine material topics |
NFR – Double materiality assessment |
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3–1-a-i |
Process to determine material topics |
NFR – Double materiality assessment |
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3–1-a-ii |
Process to determine material topics |
NFR – Double materiality assessment |
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3–1-b |
Process to determine material topics |
NFR – Double materiality assessment |
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3–2-a |
List of material topics |
NFR – Double materiality assessment |
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3–3-a |
Management of material topics |
NFR – Double materiality assessment |
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Works councils for employees |
NFR - Labour Standards |
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Governance disclosures:
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GRI Indicator |
Disclosure |
Reference |
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ESG governance & ethical behaviour |
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GRI 3: Material topics 2021, 3–3 |
Management of material topic |
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201–1-a |
Direct economic value generated and distributed |
Annual Report – 2023 facts and figures |
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201–1-a-i |
Direct economic value generated and distributed |
Annual Report – 2023 facts and figures |
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201–1-a-ii |
Direct economic value generated and distributed |
Annual Report – 2023 facts and figures |
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201–1-a-iii |
Direct economic value generated and distributed |
Annual Report – 2023 facts and figures |
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201–2-a |
Financial implications and other risks and opportunities due to climate change |
NFR – 2023 ESG risk assessment |
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201–2a-i |
Financial implications and other risks and opportunities due to climate change |
NFR – 2023 ESG risk assessment |
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201–2a-ii |
Financial implications and other risks and opportunities due to climate change |
NFR – 2023 ESG risk assessment |
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201–2a-iii |
Financial implications and other risks and opportunities due to climate change |
NFR – 2023 ESG risk assessment |
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201–2a-iv |
Financial implications and other risks and opportunities due to climate change |
NFR – 2023 ESG risk assessment |
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203–1-a |
Infrastructure investments and services supported |
NFR - Supporting direct positive digital transformation |
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207–1-a-i |
Approach to tax |
NFR - Approach to tax |
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207–2-a-iii |
Approach to tax |
NFR - Approach to tax |
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Client privacy & data protection |
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GRI 3: Material topics 2021, 3–3 |
Management of material topic |
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418-a |
Substantiated complaints concerning breaches of customer privacy and losses of customer data |
NFR - Data privacy and cybersecurity |
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Supplier requirements for ESG |
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GRI 3: Material topics 2021, 3–3 |
Management of material topic |
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308–1-a |
New suppliers that were screened using environmental criteria |
NFR - Third-party due diligence |
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308–2-a |
Negative environmental impacts in the supply chain and actions taken |
NFR - Our ambitions |
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414–1-a |
New suppliers that were screened using social criteria |
NFR - Third-party due diligence |
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414–2-a |
Negative social impacts in the supply chain and actions taken |
NFR - Our ambitions |
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Partnering with our supply chain for greater impact |
NFR - Third-party due diligence |
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Demonstrating our commitment to supplier diversity |
NFR - Supplier diversity at SoftwareOne |
https://report.softwareone.com/ar23/en/?p=3449#SUPPLIERDIVERSITY |
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Transparency |
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GRI 3: Material topics 2021, 3–3 |
Management of material topic |
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Alignment to recognised ESG standards |
NFR - Applied standards, certifications and Indices |
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Business model resilience |
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GRI 3: Material topics 2021, 3–3 |
Management of material topic |
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2–6-a |
Activities, value chain and other business relationships |
NFR - Our business model |
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2–6-b-i |
Activities, value chain and other business relationships |
NFR - Our business model |
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2–6-b-ii |
Activities, value chain and other business relationships |
NFR - Emissions across our value chain |
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2–6-b-iii |
Activities, value chain and other business relationships |
NFR - Emissions across our value chain |
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2–6-c |
Activities, value chain and other business relationships |
NFR - Our business model |
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Environmental disclosures
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GRI Indicator |
Description |
Reference |
Spalte1 |
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Transition to renewables & alternative energies |
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GRI 3: Material topics 2021, 3–3 |
Management of material topic |
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302–1-e |
Energy consumption within the organisation |
NFR - Emissions across our value chain |
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302–3-a |
Energy intensity |
NFR - Emissions across our value chain |
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302–3-b |
Energy intensity |
NFR - 2023 facts and figures |
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302–3-c |
Energy intensity |
NFR - Emissions across our value chain |
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302–3-d |
Energy intensity |
NFR - Emissions across our value chain |
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306–2-a |
Management of significant waste related impacts |
NFR - Green Offices and transitioning to renewable energy |
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Supporting partners achieving their public environmental commitments |
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GRI 3: Material topics 2021, 3–3 |
Management of material topic |
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Tools or services to support clients on their own carbon reduction journey |
NFR - Cutting downstream emissions |
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Measure, control & reduce our GHG emissions |
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GRI 3: Material topics 2021, 3–3 |
Management of material topic |
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305–1-a |
Direct (Scope 1) GHG emissions |
NFR - Emissions across our value chain |
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305–2-a |
Energy indirect (Scope 2) GHG emissions |
NFR - Emissions across our value chain |
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305–4-a |
GHG emissions intensity |
NFR - 2023 facts and figures |
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305–4-b |
GHG emissions intensity |
NFR - 2023 facts and figures |
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305–4-c |
GHG emissions intensity |
NFR - Emissions across our value chain |
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305–4-d |
GHG emissions intensity |
NFR - Emissions across our value chain |
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Carbon reduction strategy |
NFR - Carbon reduction strategy |
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Social disclosures
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GRI Indicator |
Description |
Reference |
Spalte1 |
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Diversity & equal opportunity for all |
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GRI 3: Material topics 2021, 3–3 |
Management of material topic |
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405–1-b-i |
Diversity of governance bodies and employees |
NFR - 2023 facts and figures |
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405–1-b-ii |
Diversity of governance bodies and employees |
NFR - 2023 facts and figures |
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Diverse, equal, inclusive & belonging strategy |
NFR - Diverse, equal, inclusive and belonging strategy (DEIB) |
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SoftwareOne Academy |
NFR - Attract |
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Workforce management |
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GRI 3: Material topics 2021, 3–3 |
Management of material topic |
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205–2-e |
Communication and training about anti-corruption policies and procedures |
NFR - Anti-corruption and Bribery Programme |
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404–1-a |
Average hours of training per year per employee |
NFR - Learning and development (L&D) |
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404–1-a-i |
Average hours of training per year per employee |
NFR - Learning and development (L&D) |
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404–1-a-ii |
Average hours of training per year per employee |
NFR - Learning and development (L&D) |
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404–2-a |
Programmes for upgrading employee skills and transition assistance programmes |
NFR - Learning and development (L&D) |
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Developing new learning & development tools and platforms |
NFR - Learning and development (L&D) |
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