2021: Global Reporting Initiative (GRI) Index

Agility reports according to Global Reporting Initiative (GRI) standards, and is also a member of the FTSE4Good Index. The GRI Index table below offers an overview of Agility’s sustainability performance, and guidance on where to find additional information as required.

GRI 1: Foundation 2021+

# 1
Statement of use
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
Name of organization has reported in accordance with the GRI
Standards for the period [reporting period start and end dates.
Agility has reported in accordance with the GRI Standards for the period 01 January – 31 December, 2021.
GRI 1: Foundation 2021 GRI 1: Foundation 2022 GRI 1: Foundation 2021.
Titles of the applicable GRI Sector Standards. Agility is a multi-business operator and investor.

In accordance with the GRI list of sectors and the GRI sector program, Agility’s main sectoral focus is:

  • Trading, distribution and logistics.
  • Transportation infrastructure.
  • Asset management.

GRI 2: General Disclosures 2021+

# 2-1
Organizational details
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Legal name. Agility Public Warehousing Company K.S.C.P and subsidiaries Agility Public Warehousing Company K.S.C.P.
b. Nature of ownership and legal form. Publicly listed company on the Kuwait stock exchange and the Dubai Financial Market; Agility Public Warehousing Company K.S.C.P Publicly listed company on the Kuwait stock exchange and the Dubai Financial Market.
c. Location of headquarters. Kuwait Kuwait.
d. Countries of operation. Global 100+ countries In 2021, before the sale of GIL, Agility operated in more than 100 countries. Following the sale of GIL, Agility and its subsidiaries operate in more than 40 countries mostly in the Middle East and Africa.
# 2-2
Entities included in the organization's sustainability reporting
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. List all its entities included in its sustainability reporting. Entities covered – This 2020 update on Agility’s sustainability progress covers activities and data for Agility branded organizations during the year 2020. Data and statistics on human rights, gender and age breakdown, health and safety, and emissions apply only to Agility’s core commercial business division, Global Integrated Logistics (GIL), unless otherwise stated. GIL accounts for over 75% of Agility’s revenue and 60% of headcount. Agility’s Corporate organization and controlled businesses, including Agility Logistics Parks, Tristar, National Aviation Services, United Projects for Aviation Company, Global Clearinghouse Systems, GCC Services, Inspection and Control Services, and Metal Recycling Company.

Certain information is not available for all subsidiaries. Exclusions are noted throughout the report.

b. If the organization has audited consolidated financial statements or financial information filed on public record, specify the differences between the list of entities included in its financial reporting and the list included in its sustainability reporting. The full list of entities included in the consolidated 2020 financial statements, as well as Agility’s % ownership are listed on p. 101 of the 2020 Annual Report. Subsidiaries of Agility are incorporated in the following 21 markets: State of Kuwait, Bahrain, Ivory Coast, United Arab Emirates, United States of America, Guam, Saudi Arabia, India, Germany, Hong Kong, Netherlands, Singapore, United Kingdom, Brazil, Australia, Papua New Guinea, China, Switzerland, Spain, Sweden, Thailand. In our sustainability reporting, we focus on the companies considered material relative to our identified material sustainability issues, with a heavy emphasis on social and environmental impact.
c. If the organization consists of multiple entities, explain the approach used for consolidating the information, including: Our sustainability reporting includes consolidated information from the in-scope Agility businesses.  Consolidated data and information from those entities are included here.
i. whether the approach involves adjustments to information for minority interests; Agility does not report on the impact from subsidiaries or business in which a minority interest is held.  The information reported does not include information adjustments to reflect interest shares.  In future we may make such adjustments.
ii. how the approach takes into account mergers, acquisitions, and disposal of entities or parts of entities; Agility formerly reported most sustainability information as it related to its former core commercial logistics business Agility Global Integrated Logistics (GIL).  Agility sold the GIL business in 2021.

The Agility Sustainability Report FY21 report only includes information about GIL covering the time periods in which Agility controlled the GIL business, including January 1st – August 16th, 2021.  The rest of the information reported relates to other Agility subsidiaries and investments.

iii. whether and how the approach differs across the disclosures in this Standard and across material topics. Where possible, the same reporting standards are applied across the in-scope businesses.  In the case of Tristar, environmental impact has been reported using the CO2 accounting methodology and standards applied by Tristar, which may differ from the methodology and standards used by the rest of the Group.
# 2-3
Reporting period, frequency and contact point
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a-i. The reporting period for its sustainability reporting. Sustainability Data included in the data disclosure of the annual report covers the period 2018 – 2020. Data in the Agility Sustainability Report FY21 covers the years 2019 – 2021.
a-ii. The frequency of its sustainability reporting. For this table, the reporting period is the calendar year 2020. Agility annually reports sustainability information in either a disclosure table or full report.
b-i. The reporting period for its financial reporting. Annual Agility annually reports its financial performance in accordance with Kuwait Stock Market regulations, typically in late spring of each year.
b-ii. If it does not align with the period for its sustainability reporting, explain the reason for this. Sustainability information is annually reported, usually within one to two months following the publication of the annual report, due to the time required to collect and verify sustainability data from across the subsidiary businesses.
c. Report the publication date of the report or reported information; 14-Mar-21 30 June, 2022
d. Specify the contact point for questions about the report or reported information. We welcome your feedback and questions. To contact Agility’s sustainability team, please email us at [email protected] We welcome your feedback and questions. To contact Agility’s sustainability team, please email us at [email protected]
# 2-4
Restatements of information
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Restatements. None None.
i. the reasons for the restatements; Not applicable.
ii. the effect of the restatements. Not applicable.
# 2-5
External assurance
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe policy and practice for seeking external assurance, including whether and how the highest governance body and senior executives are involved. Assurance – We have not pursued external validation for our sustainability data. All information presented has been reviewed by relevant subject matter experts within Agility and signed off by the senior management team. Agility does not pursue external assurance for our reporting.

All information presented in our Sustainability Report FY21 has been gathered and reported transparently and in good faith.  We have made every effort to ensure the accuracy of information and data presented in the report, and we are continuously working to improve the quality of the data and data management systems to capture and report on non-financial information — particularly in light of the sale of GIL as we work to strengthen data systems for our remaining entities.

The report has been reviewed by relevant subject matter experts within Agility and signed off by the senior management team.

# 2-6
Activities, value chain, and other business relationships
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Report the sector(s) in which it is active. (1) Agility-branded businesses
Agility provides supply chain services in 100+ countries and is a leading developer of logistics parks in emerging markets.
– Global Integrated Logistics (GIL) accounts for ~ 75% of revenue, and offers air, ocean and road freight forwarding, warehousing, distribution and specialized services in project logistics, fairs and events and chemical logistics.
– Agility Logistics Parks (ALP) offers world-class warehousing and light industrial parks in the Middle East, Africa and Asia, with 1.5 billion in real estate assets and over 10 million square meters of industrial land in at least 17 high-growth emerging markets.(2) Infrastructure portfolio
Agility’s subsidiary companies are independently operated businesses that strengthen trade infrastructure in emerging markets.
– Tristar: liquid logistics in the Middle East, Africa, Asia and the Americas
– UPAC: Commercial real estate including air and mall properties in Kuwait and Abu Dhabi
Sectors in which Agility is active based on the GRI Sector Program include: Trading, distribution and logistics; Transportation infrastructure; Asset management; Construction; Real estate; Commercial services.

Agility is also a member of FTSE4Good, which relies upon the Industry Classification Benchmark (ICB) system to indicate rated company sectors, sub and micro-sectors. In 2021 (pre-sale of GIL), FTSE4Good indicated Agility engages in the following sub and micro-sectors:

2777 – Transportation Services(Industrial Transportation);

8633 – Real Estate Holding & Development(Real Estate Investment & Services);

8633EBD – Real Estate Investment Trusts involved in construction;

2791 – Business Support Services(Support Services); and

2791CS – Business Support Services: Companies providing Cleaning Services. 

GRI Sector Program – revised list of prioritised sectors
b. Describe its value chain, including: Agility works with hundreds of air, ocean, road and rail freight carriers, and customs brokers globally, as well as other types of suppliers. Agility has 18 strategic air and ocean carriers that handle the majority of our global shipments. Due to its diverse commercial and investment portfolio, Agility’s value chain touches many industries and geographies.  The value chains include construction, downstream petroleum industry supply chain, aviation support services, life support & food services, commercial real estate management, customs technology and support services, commercial recycling, and investments.
i. the organization’s activities, products, services, and markets served; Agility provides services in more than 100 countries.
– The largest Agility Logistics Parks operations are across the GCC, but the company has a growing footprint in Africa.
– Agility GIL’s largest operations are in Asia Pacific and the Middle East.
– Subsidiaries of Agility are incorporated in the following 21 markets: State of Kuwait, Bahrain, Ivory Coast, United Arab Emirates, United States of America, Guam, Saudi Arabia, India, Germany, Hong Kong, Netherlands, Singapore, United Kingdom, Brazil, Australia, Papua New Guinea, China, Switzerland, Spain, Sweden, Thailand.
Agility is a multi-business operator and long-term investor with a diversified cross-sectoral strategy, targeting high growth and returns through active portfolio management.  Agility’s controlled companies provide supply chain services, aviation services and customs digitization, digital logistics, commercial recycling, construction and other services in 40+ countries, mostly in the Middle East, Africa and South Asia.
ii. the organization’s supply chain; Due to its diverse commercial and investment portfolio, Aglility’s supply chain touches many industries and geographies. The supply chain include:

  • construction and related materials;
  • downstream petroleum industry supply chain services, including transportation, storage and distribution of bulk fuel products;
  • aviation support services, including a wide array of airport and passenger support;
  • life support & institutional food services, including procurement, distribution, preparation and serving of commercial foods as well as base construction and life-support supply chains that may include engineering, construction, utilities, energy, telecom and other infrastructure supply chains;
  • commercial real estate management supply chain;
  • customs technology and support services;
  • and commercial recycling, including collection, processing and transportation of recycled metals and plastics.
iii. the entities downstream from the organization and their activities. Agility’s controlled companies are independently operated businesses that strengthen trade infrastructure in emerging markets.  The companies that are most material to Agility’s sustainability reporting include:

  • Agility Logistics Parks — one of the largest private owners and developers of Grade A warehousing and light industrial parks in the Middle East, Africa and South Asia.
  • Tristar — a fully integrated energy logistics business serving the downstream oil and gas industry.
  • National Aviation Services — provides airport ramp and passenger services, cargo handling, engineering services and line maintenance, airport technologies, fixed base operations, aviation training centers, travel agency and the Pearl Assist product, which includes passenger lounges and meet and assist services across the company’s network.
  • UPAC — a leading commercial real estate and facilities management company with a specialization in Build Operate Transfer (BOT) initiatives.
  • GCC Services — provides remote life support, institutional food services, and construction services.
  • Global Clearinghouse Systems & Inspection and Services (GCS & ICS) — provide customs digitization and technology solutions, as well as customs and inspection services.
  • Metal Recycling Company — provides metals and plastics recycling services, and other companies.
Agility Sustainability Report FY21, pages 5-6
c. Report other relevant business relationships. i.        Total number of employees; 27,870
ii.        Total number of operations: 100+
iii.        2020 gross revenue: 1,620,701 KWD
iv.        Total Debt capitalization is 35% (please note that total debt= total liabilities minus AP); Total Equity capitalization is 65%
–  Total debt 2020: 596,060 KWD
–  Shareholders’ equity 2020: 1,143,006 KWD
v. Quantity of products or services provided: In 2020: 667,000 TEUs (containers), 306,000+ tons of air freight, 598,000+ road freight shipments, 2.2 million sqm of warehousing and storage
Agility has relevant relationships with its investments partners.  Agility holds minority stakes in both listed and non-listed companies, in both established sectors and technological ventures.  Its most material investment is in DSV, the world’s third largest freight forwarding company. Agility sold DSV its Global Integrated Logistics business in 2021 in an all-shares transaction. Agility Sustainability Report FY21, pages 5-6
d. Describe significant changes in 2-6-a, 2-6-b, and 2-6-c compared to the previous reporting period. No significant changes to the organization during the reporting period, excluding impact from COVID-19 on revenues and profits in 2020.

Notable new endeavors include:
Agility Logistics Parks:
– 62k sqm of new space in Saudi Arabia
– 18k sqm of new space in Africa
– begin construction on 26K sqm facility in Kuwait

Tristar
– Cryogenic Gas Transport in Saudi Arabia
– six vessels for long-term charter contracts with Shell

In 2021, Agility had significant changes from the prior reporting period due to the sale of the GIL business to DSV. Agility Sustainability Report FY21, page 4
# 2-7
Employees
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Report the total number of employees, and a breakdown of this total by gender and by region. i.        Total number of employees; 27,870
ii.        Total number of operations: 100+
iii.        2020 gross revenue: 1,620,701 KWD
iv.        Total Debt capitalization is 35% (please note that total debt= total liabilities minus AP); Total Equity capitalization is 65%
–  Total debt 2020: 596,060 KWD
–  Shareholders’ equity 2020: 1,143,006 KWD
v. Quantity of products or services provided: In 2020: 667,000 TEUs (containers), 306,000+ tons of air freight, 598,000+ road freight shipments, 2.2 million sqm of warehousing and storage
Agility’s total 2021, permanent employee headcount for in-scope businesses is 15,650, excluding contract workers.

Does not include GIL data. GIL permanent employee headcount at the point of sale to DSV was 16,890.

b-i. permanent employees, and a breakdown by gender and by region; Reported in our Sustainability Report – see sources and below:

Region              Employees          Female          Male

Africa                5,460                    1,666             3,794

Americas          50                          31                   19

Asia                    709                       152                 557

Europe               91                          33                  58

Middle East      9,340                    527                8,813

Total                   15,650                   2,397            13,253

Agility Sustainability Report FY21, pages 15-16
b-ii. temporary employees, and a breakdown by gender and by region A detailed breakdown of Agility headcount by region, gender and age is available in our 2020 Annual Report.
a), b) and c):
Total FTE headcount is 27,870;
Part-time employees are 301;Breakdown of FTE headcount by region is as follows:
Middle East & Africa: 57% 12,937; Female: 1,428; Male: 11,509
Asia Pacific: 27%; 8,909; Female: 2,612; Male: 6,297
Americas: 6%; 1,811; Female: 917; Male: 894
Europe: 10%; 2,936; Female: 1,237; Male: 1,699d) Agility has an estimated 4,800 contract workers globally performing a range of functions in our business: additional warehouse workers, security guards, facilities maintenance, drivers/messengers. Contract period and type vary by country. India and Pakistan account for 55% of the total contract worker headcount. 20% are located in the Middle East, with the largest headcount in Kuwait. The rest are largely based in Southeast Asia.e) and f). For full time employees, Agility uses a global human capital management (HCM) system that tracks all employees in all countries. For contract workers, employment contracts are managed locally based on periods of peak demand. Contract worker data is self-reported by countries.
1,440 total contract workers (1,027 male, 413 female), with >90% in the Middle East.

Does not include GIL data. GIL contract worker headcount as of the end of FY20 was approximately 4,800, with approximately 55% of these located in India and Pakistan, and 20% in the Middle East.

b-iii. non-guaranteed hours employees, and a breakdown by gender and by region; Omitted: information unavailable / incomplete.
b-iv. full-time employees, and a breakdown by gender and by region; 14,241 full-time employees, 15% female, with the majority in Middle East and Africa.

Does not include GIL data. GIL permanent employee headcount at the point of sale to DSV was 16,870. 21% of the overall GIL workforce (full-time equivalent) was female. 57% of the overall workforce was located in the Middle East and Africa, 27% in Asia Pacific, 10% in Europe and 6% in the Americas.

b-v. part-time employees, and a breakdown by gender and by region; 1,409 part-time employees, 27% female, with the majority in Middle East and Africa.

Does not include GIL data. GIL part-time employee headcount as of the end of FY20 was 301. 21% of the overall GIL workforce (full-time equivalent) was female. 57% of the overall workforce was located in the Middle East and Africa, 27% in Asia Pacific, 10% in Europe and 6% in the Americas.

c. Describe the methodologies and assumptions used to compile the data, including whether the numbers are reported:
i. in head count, full-time equivalent (FTE), or using another methodology; Numbers reported include FTE and temporary workers in full-time roles.
ii. at the end of the reporting period, as an average across the reporting period, or using another methodology; Numbers are compiled at the end of the reporting period.
d. Report contextual information necessary to understand the data reported under 2-7-a and 2-7-b. The majority of workers are full time, permanent employees.
e. Describe significant fluctuations in the number of employees during the reporting period and between reporting periods. Due to seasonality there are some fluctuations in the total number of employees within the reporting period.  Such fluctuations are not significant relative to the full workforce, but they may have an impact on the number of temporary/contract workers at certain times in any given reporting period.
# 2-8
Workers who are not employees
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Report the total number of workers who are not employees and whose work is controlled by the organization and describe: A detailed breakdown of Agility headcount by region, gender and age is available in our 2020 Annual Report.
a), b) and c):
Total FTE headcount is 27,870;
Part-time employees are 301;Breakdown of FTE headcount by region is as follows:
Middle East & Africa: 57% 12,937; Female: 1,428; Male: 11,509
Asia Pacific: 27%; 8,909; Female: 2,612; Male: 6,297
Americas: 6%; 1,811; Female: 917; Male: 894
Europe: 10%; 2,936; Female: 1,237; Male: 1,699d) Agility has an estimated 4,800 contract workers globally performing a range of functions in our business: additional warehouse workers, security guards, facilities maintenance, drivers/messengers. Contract period and type vary by country. India and Pakistan account for 55% of the total contract worker headcount. 20% are located in the Middle East, with the largest headcount in Kuwait. The rest are largely based in Southeast Asia.e) and f). For full time employees, Agility uses a global human capital management (HCM) system that tracks all employees in all countries. For contract workers, employment contracts are managed locally based on periods of peak demand. Contract worker data is self-reported by countries.
1,440 contract workers.

Does not include GIL data. GIL contract worker headcount as of the end of FY20 was approximately 4,800.

i. the most common types of worker and their contractual relationship with the organization; >99% of contract workers are working in airport services.

Does not include GIL data.

ii. the type of work they perform. Most of the work performed by contract workers is related to passenger services.
b. Describe the methodologies and assumptions used to compile the data, including whether the number of workers who are not employees is reported: The business units provide answers to worker population surveys, including information about numbers of contract workers and gender.
i. in head count, full-time equivalent (FTE), or using another methodology; Full-time equivalent.
ii. at the end of the reporting period, as an average across the reporting period, or using another methodology. Numbers are compiled at the end of the reporting period.
c. Describe significant fluctuations in the number of workers who are not employees during the reporting period and between reporting periods. Due to seasonality there are some fluctuations in the total number of employees within the reporting period.  Such fluctuations are not significant relative to the full workforce, but they may have an impact on the number of temporary/contract workers at certain times in any given reporting period.
# 2-9
Governance structure and composition
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe its governance structure, including committees of the highest governance body. Governance Structure
The Board of Directors consists of seven members with a majority of non-executive Directors and independent members. Part of the Board’s responsibilities is to establish Board committees to support and fulfill their roles effectively, in line with the company’s needs and work conditions.
Agility’s governance structure consists of the Board of Directors and 5 committees that support the Board in performing its duties.

The Board of Directors consists of seven members with a majority of non-executive members and independent members.

The Board of Directors has formed committees in accordance with the rules and regulations of the Corporate Governance policy set by the Capital Markets Authority.  The Board Committees are:

  • Audit Committee
  • Risk Management Committee
  • Nominations and Remuneration Committee
  • Sustainability Committee
  • Investment Committee

The Investment Committee was formed in 2022 to govern investments.

Corporate governance web page.

Agility Annual Report 2021, pages 5, 20-21, 24-25

b. List the committees of the highest governance body that are responsible for decision making on and overseeing the management of the organization’s impacts on the economy, environment, and people. The Board of Directors has formed committees in accordance with the rules and regulations of the Corporate Governance policy set by the Capital Markets Authority.

Board Committees
• Audit Committee
• Risk Management Committee
• Nominations and Remuneration Committee
• Sustainability Committee  Sustainability Committee responsibilities:
• Review Agility’s significant strategies, performance, activities and policies regarding sustainability and provide
recommendations to the Board
• Monitor the Company’s relationships with external stakeholders regarding significant ethics & compliance, health &
safety, labor practices, environmental performance, community engagement, and charitable activities matters
• Advise the Board and management on strategies that affect and enhance the Company’s role and reputation among its stakeholders

Sustainability Committee main achievements in 2020:
1- Reviewed the updates of the sustainability team’s progress
2- Reviewed the results of external assessments of the company’s sustainability performance, including FTSE4Good and Ecovadis ratings
3- Reviewed and accepted the sustainability team’s 2021 strategy proposal

Part of the Board‘s responsibilities is to establish Board committees in order to enable it to perform its duties effectively and in line with the company’s needs and working conditions.  The Board of Directors has formed committees in accordance with the rules and regulations of the Corporate Governance policy set by the Capital Markets Authority.  The Board Committees are:

● Audit Committee

● Risk Management Committee

● Nominations and Remuneration Committee

● Sustainability Committee

● Investment Committee (formed in 2022)

Agility Annual Report 2021, pages 22-24
c. Describe the composition of the highest governance body and its committees by: The Board of Directors consists of seven members with 5 non-executive Directors and independent members. One of the seven directors is a woman. For each of the individual Board Committees, please review the Annual Report to see the detailed information on i), ii), iv.) and v.) and vii). Membership of under-represented social groups (vi) and stakeholder representation (viii) are not explicitly reported. Agility Annual Report 2021, pages 5, 20-21, 24-25
i. executive and non-executive members; The Board of Directors has formed committees in accordance with the rules and regulations of the Corporate Governance policy set by the Capital Markets Authority.

Board Committees
• Audit Committee
• Risk Management Committee
• Nominations and Remuneration Committee
• Sustainability Committee  Sustainability Committee responsibilities:
• Review Agility’s significant strategies, performance, activities and policies regarding sustainability and provide
recommendations to the Board
• Monitor the Company’s relationships with external stakeholders regarding significant ethics & compliance, health &
safety, labor practices, environmental performance, community engagement, and charitable activities matters
• Advise the Board and management on strategies that affect and enhance the Company’s role and reputation among its stakeholders

Sustainability Committee main achievements in 2020:
1- Reviewed the updates of the sustainability team’s progress
2- Reviewed the results of external assessments of the company’s sustainability performance, including FTSE4Good and Ecovadis ratings
3- Reviewed and accepted the sustainability team’s 2021 strategy proposal

The Board of Directors consists of seven members, including two Agility executive, and five non-executive and independent members. Agility Annual Report 2021, pages 5, 20-21, 24-25
ii. independence; The Board of Directors consists of seven members with a majority of non-executive members and independent members. Agility Annual Report 2021, pages 5, 20-21, 24-25
iii. tenure of members on the governance body; The board members are elected by the shareholders during the General Assembly meeting. Each board member serves a three year term.
iv. number of other significant positions and commitments held by each member, and the nature of the commitments; Omission:   Information unavailable Governance website: Corporate Governance | Agility
v. gender; The board chair is female; all other board members are male. Agility Annual Report 2021, pages 5, 20-21
vi. under-represented social groups; The board chair is female.
vii. competencies relevant to the impacts of the organization; Agility has a balanced Board structure with diverse backgrounds, expertise and qualified skills to positively impact the Company’s performance and enhance its financial position and market share taking into account the nature and size of its business structure. Agility Annual Report 2021, pages 20-21, 24-25
viii. stakeholder representation. Shareholding organizations are represented on the board, including a representative from Kuwait’s Public Institution for Social Security, the investment arm of the Kuwait governments social security fund. Agility Annual Report 2021, pages 20-21, 24-25
# 2-10
Nomination and selection of the highest governance body
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe the nomination and selection processes for the highest governance body and its committees. As per Agility’s corporate governance framework:
–        The board should consist of enough members relative to the size of the organization, with majority non-executive and at least one independent member.
–        The Nomination and compensation committee nominates potential members for the Board of Directors
–        In considering nominees for the BOD, the committee takes in consideration several criteria like the educational background, professional  experience and knowledge in certain areas (Audit, ESG, HR,..) that will support the board in performing its job.
–        As per the Kuwaiti Commercial Law, any shareholder who is qualified to be a board member has the right also to nominate himself during the AGM.
–        The nominees are presented to the shareholders on the day of the AGM, and the AGM elects members of the BOD for the next term which is 3 years.
Committees:
–        After the AGM elects the BOD members, the members meet and appoint members for the committee.
–        Members of the committees should be board members only
–        The committee structure should ensure its consists of at least one independent member and majority of non-executives
–        In choosing members for the committee, the BOD  should take in consideration the qualification of each board member and how he can add value to the committee he/she is appointed for
As per Kuwait Commercial Law, Board members are elected by the shareholders during the Annual General Assembly Meeting (AGM).  The Board Nomination Committee nominates members to the Board, either from the existing members or new candidates.  Additionally, any shareholder who is qualified to be a board member has the right to nominate themselves during the AGM.  The nominees are presented to the shareholders on the day of the AGM, and the AGM elects members of the board for the next term, which is three years.

After the Board is elected, the Board members meet to appoint the Chair and Vice-Chair, and also to elect members to the various Board committees.

Agility Annual Report 2021, pages 23, 26
b. Describe the criteria used for nominating and selecting highest governance body members, including whether and how the following are taken into consideration:
i. views of stakeholders (including shareholders); All shareholders have the right to attend the General Assembly Meeting, where shareholder input is received.  Shareholders are given the opportunity to raise their concerns during the Meeting; and shareholders also have the right to vote as per the number of shares they own for all the items on the agenda, including Board membership elections. A decision is only passed if it gets a majority of votes.  As noted above, Board members are elected following shareholder votes at the General Assembly Meeting.
ii. diversity; Agility assesses board diversity primarily on the basis of gender.
iii. independence; As per the latest regulatory requirements, at least 20% of the Board must be independent.  Independent Board members are  elected as “independent” during the  general assembly meeting and sign an undertaking to comply with the requirements of the independency during their term.  For Agility, during 2022 elections the shareholders elected two out of the seven Board members as independent, in compliance with the latest regulation that was effective in 2022. Agility Annual Report 2021, pages 5, 20-21, 24-25
iv. competencies relevant to the impacts of the organization. The responsibilities of the Board Nomination and Remuneration Committee include determining the required and appropriate skills for the Board of Directors and reviewing those requirements on an annual basis.

Agility has a balanced Board structure with diverse backgrounds, expertise and qualified skills to positively impact the Company’s performance and enhance its financial position and market share taking into account the nature and size of its business structure.

The Board of Directors works continuously to assert and encourage corporate value creation in the short, medium, and long term through developing processes and procedures to achieve company’s strategic objectives and improve levels of employees’ performance, and stimulating them to work continually to contribute to Company’s performance.

Agility Annual Report 2021, pages 5, 20-21, 24-25
# 2-11
Chair of the highest governance body
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Report whether the chair of the highest governance body is also a senior executive in the organization. Henadi Al-Saleh, Chairperson is also an executive officer of the organization.
As Chairperson, Mrs. Al-Saleh oversees Agility’s corporate governance program while safeguarding the interests of investors and stakeholders. Her executive role includes leading digital transformation, overseeing the company’s technology ventures team and sponsoring Shipa, Agility’s digital logistics platform focused on SME enablement.
Henadi Al-Saleh, Chairperson, is also an executive officer of the organization.
b. If the chair is also a senior executive, explain their function within the organization’s management, the reasons for this arrangement, and how conflicts of interest are prevented and mitigated. Henadi Al-Saleh is the Chairperson of Agility’s Board of Directors.

Al-Saleh oversees the company’s corporate governance program while safeguarding the interests of investors and stakeholders. She also leads the company’s technology ventures team, which partners with start-ups and entrepreneurs that are reshaping the supply chain.

Agility has a publicly available Code of Ethics and Conduct, which addresses conflict of interest.  All Board members and employees are required to strictly follow the Code and its conflict of interest requirements.

Agility Annual Report 2021, page 24; a copy of the publicly available Agility Code of Conduct may be found here.
# 2-12
Role of the highest governance body in overseeing the management of impacts
Stakeholder Capitalism Theme: Governing purpose
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe the role of the highest governance body and of senior executives in developing, approving, and updating the organization’s purpose, value or mission statements, strategies, policies, and goals related to sustainable development. More than 1,200 stakeholders were engaged as part of our materiality exercise concluded in Q4 2019. This included an extensive all employee survey, in-depth interviews with customers, Board members, and government partners, as well as key suppliers. More details can be found on pp. 18-19 in the 2020 Annual Report. Senior leadership reviewed and updated the matrix in 2021 to account for changes to the world and to our business that were accelerated by COVID-19. The roles and responsibilities of the Board of Directors include:

  • Approving the company’s strategies, goals, plans and policies, including those related to sustainability
  • Ensuring company’s compliance with policies and procedures that are in line with internal applicable rules and regulations.
  • Establishing effective communication channels that allow the company’s shareholders to view the various aspects of the company’s activities and any material developments on a continuous and periodic basis.
  • Establishing a corporate governance framework and monitoring its effectiveness.
  • Establishing committees (including the Sustainability Committee) that follow a charter specifying the term, structure and responsibilities of each and how the Board of Directors monitors and evaluates its performance.
  • Ensuring the effectiveness and adequacy of internal control systems and that the company has appropriate control systems to measure and manage risks periodically.

The roles and responsibilities of the board Sustainability Committee include:

  • Review Agility’s significant strategies, performance, activities and policies regarding sustainability and provide recommendations to the Board.
  • Monitor the Company’s relationships with external stakeholders regarding significant ethics & compliance, health & safety, labor practices, environmental performance, community engagement, and charitable activities matters.
  • Advise the Board and the management on strategies that affect and enhance the Company’s role and reputation among its stakeholders.

The roles and responsibilities of the Executive Management include executing company’s strategic plans (including for sustainability), as well as ensuring adequacy and efficiency of the strategic frameworks established by the Board of Directors.

Agility Annual Report 2021, pages 20, 24
b.  Describe the role of the highest governance body in overseeing the organization’s due diligence and other processes to identify and manage the organization’s impacts on the economy, environment, and people, including: The Board focuses on effective oversight of management’s operation of the business and maintains a sound and transparent governance framework by utilizing the different committees formed by the Board, including the Sustainability Committee. The Board Audit and Sustainability Committees are charged with overseeing the organization’s due diligence and other processes to identify and manage the organization’s impacts on the economy, environment, and people. Agility Annual Report 2021, pages 20, 24
i. whether and how the highest governance body engages with stakeholders to support these processes; Agility’s Sustainability Team is responsible for identifying and managing economic, environmental and social impact in the company. Agility’s Board Sustainability Committee, is responsible for overseeing and guiding the sustainability strategy overall, including reviewing the outcomes and recommendations of the materiality assessment – including feedback from prioritized stakeholder groups (customers, employees, NGOs, suppliers, government partners, etc.).

Responsibilities of the Board Sustainability Committee
• Review Agility’s significant strategies, performance, activities and policies regarding sustainability and provide
recommendations to the Board
• Monitor the Company’s relationships with external stakeholders regarding significant ethics & compliance, health &  safety, labor practices, environmental performance, community engagement, and charitable activities matters
• Advise the Board and management on strategies that affect and enhance the Company’s role and reputation among its stakeholders

The roles and responsibilities of the Board Sustainability Committee include:

  • Reviewing Agility’s significant strategies, performance, activities and policies regarding sustainability and providing recommendations to the Board. 
  • Monitoring the Company’s relationships with external stakeholders regarding significant ethics & compliance, health & safety, labor practices, environmental performance, community engagement, and charitable activities matters.
  • Advising the Board and the management on strategies that affect and enhance the Company’s role and reputation among its stakeholders.

The Board Sustainability Committee meets regularly with the Company’s Sustainability Program executive leadership wherein stakeholder input received by the Sustainability team is provided to the Committee members.  The Board members are also present at the General Assembly Meeting where shareholder feedback is solicited and received.

Agility Annual Report 2021, page 24
ii. how the highest governance body considers the outcomes of these processes. Agility evaluates its ESG performance based on its ratings and scores in a number of 3rd party sustainability rating systems: Ecovadis, CDP, FTSE4Good inclusion. Ecovadis gives Agility a silver rating for 2020, putting it in the top 4% of the industry. The Ecovadis rating, including areas of improvement, were reviewed with internal management and the sustainability board in 2020. The Board approves all polices and procedures that are part of the corporate governance framework the company follows. The Board, through the Audit Committee, is responsible to evaluate the effectiveness of the internal policies and systems.  To do this, the Audit Committee uses internal and external audit resources to assess process outcomes and provide recommendations to the Board based on outcome assessments. Agility Annual Report 2021, page 22
c. Describe the role of the highest governance body in reviewing the effectiveness of the organization’s processes as described in 2-12-b, and report the frequency of this review. The Sustainability Committee meets twice a year in person, but reviews sustainability performance every quarter. The Board Audit Committee completes an annual internal control review which is carried by a third party. This internal control review is executed to ensure the effectiveness of internal processes.  Additionally, every three years the Board completes a quality assurance review (QAR) for the internal audit department to ensure the department’s audit program is meeting Board requirements.

In addition to the regular internal audit reviews and assessments, the company also appoints an independent party to complete an annual internal control review (ICR). This internal control review is executed to ensure the effectiveness of internal processes.  Additionally, every three years the company completes a quality assurance review (QAR) for the internal audit department to ensure the department’s audit program is meeting Board requirements.

Additionally,

Additionally, the Board Sustainability Committee meets at least once annually (and usually twice) to assess progress.  During these meetings, the sustainability team presents quantitative and qualitative performance information to the Committee in order for the Committee to review the effectiveness of the organization’s sustainability related processes described in 2-12-b.  Where necessary, the Committee is provided with performance and strategy information in the periods between meetings.

Agility Annual Report 2021, page 24
# 2-13
Delegation of responsibility for managing impacts
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe how the highest governance body delegates responsibility for managing the organization’s impacts on the economy, environment, and people, including: The Board Sustainability Committee, as well as the Management Board of the company, may delegate authority related to sustainability topics. In Agility, the Chief Marketing Officer’s organization (including VP Sustainability) is responsible for executing the sustainability strategy in the company. The board Sustainability Committee, as well as the Management Board of the company, delegates authority related to sustainability topics.  In Agility, the Chief Marketing Officer’s organization (including VP Sustainability) is responsible for executing the sustainability strategy in the company.
 i. whether it has appointed any senior executives with responsibility for the management of impacts; Sustainability is one of the portfolios led by the company’s Group Chief Marketing Officer, and is spearheaded day-to-day by the Vice President of Sustainability. By design, much of the operational execution of the sustainability strategy falls to the business, but is governed by the Corporate Sustainability Team. The CMO reports directly to Agility’s Chief Executive, and the CMO and VP Sustainability report to the Sustainability sub-committee of the Board of Directors on a quarterly basis. Sustainability is one of the portfolios led by the company’s Group Chief Marketing Officer, and is spearheaded day-to-day by the Vice President of Sustainability.  By design, much of the operational execution of the sustainability strategy falls to the business, but is governed by the Corporate Sustainability Team.  The CMO reports directly to Agility’s Chief Executive, and the CMO and VP Sustainability report to the Sustainability Committee of the Board of Directors on at least an annual basis, but typically this meeting occurs twice annually.
ii.  whether it has delegated responsibility for the management of impacts to other employees. At the board Sustainability Committee and CEO’s direction, in 2021 Agility formed a Sustainability Council composed of representatives from all material and some non-material businesses.  The Council is delegated responsibility to implement Agility’s sustainability program on a business unit level basis.  The Council will report quarterly progress beginning in July 2022.
 b.  Describe the process and frequency for senior executives or other employees to report back to the highest governance body on the  management of the organization’s impacts on the economy, environment, and people. The Sustainability team reports in person to the board Sustainability Committee, which must meet at least once a year (but typically the Committee meets semi-annually.) During the reporting session, Committee members are provided with quantitative and qualitative performance information based on Committee reviewed and approved programs and initiatives.
# 2-14
Role of the highest governance body in sustainability reporting
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Report whether the highest governance body is responsible for reviewing and approving the reported information, including the organization’s material topics, and if so, describe the process for reviewing and approving the information. Agility Group CEO and Management Board reviews the Sustainability Report prior to publication. The Agility Group CEO is a member of the board Sustainability Committee, and reviews and approves the sustainability report prior to publication.
b. If the highest governance body is not responsible for reviewing and approving the reported information, including the organization’s material topics, explain the reason for this. Agility’s Board of Directors has not reviewed the 2021 report prior to publication, but has regularly reviewed the ESG progress updates that are summarized in this report.
# 2-15
Conflicts of interest
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe the processes for the highest governance body to ensure that conflicts of interest are prevented and mitigated. The board has adopted a conflict of interest policy to define conflict of interest transactions and The mechanism to handle them.
This policy is reviewed regularly to reflect any new requirements and best practices
The Conflict of Interest policy is an integral part of the Company’s compliance to the principles of integrity and fairness in dealing with stakeholders and sets out the disclosure mechanisms and procedures for dealing with conflicts of interest.

The policy verifies that all the decisions taken by the Board of Directors are in the best interest of the company and that the Board is appropriately dealing with expected and potential conflict of interest. The policy also articulates the roles of the Board of Directors, Executive Management, the internal audit department, and the company’s general assembly in the case of a conflict of interest.

Additionally, Agility has a publicly available Code of Ethics and Conduct, which addresses conflict of interest.  All Board members and employees are required to strictly follow the Code and its conflict of interest requirements.

Agility Annual Report 2021, pages 21, 28; a copy of the publicly available Agility Code of Conduct may be found here.
b. Report whether conflicts of interest are disclosed to stakeholders, including, at a minimum, conflicts of interest relating to: Agility adopts a conflict of interest policy that includes and addresses stakeholder disclosure.  Also as per the regulatory requirements, board members are also required to disclose to the shareholders during the general assembly meeting any transaction or agreement they have personal interest in. Agility Annual Report 2021, page 28
i. cross-board membership; Issues related to cross board membership is governed by Kuwait commercial law, with which Agility fully complies.

Additionally, the conflict of interest policy requires disclosure of cross-board membership, and it includes the implementation of appropriate controls to identify and manage cross-board memberships.

Agility Annual Report 2021, page 28
ii. cross-shareholding with suppliers and other stakeholders; The conflict of interest policy is in compliance with governing Kuwait commercial law, with which Agility fully complies. The policy requires disclosure of cross-shareholding with suppliers and other stakeholders, and it includes the implementation of appropriate controls to identify and manage external business interests. Agility Annual Report 2021, page 28
iii. existence of controlling shareholders; The conflict of interest policy requires disclosure of the existence of controlling shareholders, in compliance with Kuwait commercial law.  Additionally, shareholders who own more than 5% of the company’s capital must be publicly disclosed on the Kuwait stock market website. Agility Annual Report 2021, page 28
iv. related parties, their relationships, transactions, and outstanding balances. The board has also adopted a specific policy for Related party transactions (RPT), that defines what is considered a RPT and the approval mechanism.
In accordance to the RPT policy, all RPT should be presented to the risk committee and then to the Board for approval.
Also all RPT are presented to the shareholders during the AGM and are reflected in the companies financials
The conflict of interest policy requires disclosure of the existence of related parties, their relationships, transactions, and outstanding balances.  The related party transactions (RPT) policy defines what is considered a RPT and the approval mechanism.  In accordance with the RPT policy, all RPTs should be presented to the risk committee and then to the board for approval.  In addition, all RPTs are presented to the shareholders during the General Assembly Meeting and are reflected in the company’s financials. Agility Annual Report 2021, page 28
# 2-16
Communication of critical concerns
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe whether and how critical concerns are communicated to the highest governance body. The Sustainability Team communicates with the Board quarterly, including any critical concerns. To communicate critical concerns to the Board, employees can use the anonymous reporting phone or email capability, which would route the Board-level concerns to the Board via the company’s Compliance and Investor Relations departments.

Shareholders can raise concerns during the General Assembly Meetings, or they may contact the Investor Relations team.  Board level concerns would be communicated to the Board via the Investor Relations department.

Other stakeholders can contact Agility via the company’s “contact us” website feature.  Such board-level concerns would then be routed to the Board  via the Investor Relations department.

The Sustainability team communicates with the Board of Directors twice a year as part of the sustainability committee, including sharing any critical concerns that may require the Board’s attention.

Concerns notifications via the Agility Ethics public web page:  Ethics & Compliance | Agility Sustainability; Contact Us at the Agility public website:  https://www.agility.com/en/contact-us/
b. Report the total number and the nature of critical concerns that were communicated to the highest governance body during the reporting period. Not Reported. No critical concerns were communicated to the highest governance body during the reporting period.
# 2-17
Collective knowledge of the highest governance body
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Report measures taken to advance the collective knowledge, skills, and experience of the highest governance body on sustainable development. Agility has a balanced Board structure with diverse backgrounds, expertise and qualified skills to positively impact the Company’s performance and enhance its financial position and market share taking into account the nature and size of its business structure.
Agility’s sustainability program is led by practitioners with 45+ years of experience in this field, including advanced degrees in international development. Sustainability reporting to the Board includes regular updates on how the sustainability industry is evolving from a regulatory, economic and customer perspective. This “awareness building” is part of how we manage sustainability in our company.
Agility has a balanced board structure with diverse backgrounds, expertise and qualified skills to positively impact the company’s performance and enhance its financial position and market share, taking into account the nature and size of the business.

Upon nomination the Board members are assessed to ensure they have the appropriate skills, experience and industry knowledge to serve on the Board and meet its requirements.  Additionally, the board has regular training to continue skills development. This training is done in compliance with Agility’s corporate governance requirements, and it is also based on and in compliance with the Kuwait Capital Markets Authority regulations.

The Company has a clear policy that allows Board Members and Executive Management access to training programs, internally and externally, on a regular basis.  Board members are also encouraged to regularly attend events and conferences to help them maintain skills, knowledge and expertise as may be required by the company’s business and standing.

Additionally, the Sustainability Committee monitors the Company’s relationships with external stakeholders regarding significant ethics & compliance, health & safety, labor practices, environmental performance, community engagement, and charitable activities matters, and advises the board accordingly.

Agility Annual Report 2021, pages 20-21, 24-25
# 2-18
Evaluation of the performance of the highest governance body
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe the processes for evaluating the performance of the highest governance body in overseeing the management of the organization’s impacts on the economy, environment, and people. As per the Board of Directors’ charter, an annual self-assessment exercise has to be done by Board and committee members to evaluate the performance of the Board and the committees during the year. The evaluation is based on certain financial and non-financial set of performance measurement indicators tied to the achievement of strategic goals of the company.  Agility Annual Report 2021, page 30
b. Report whether the evaluations are independent or not, and the frequency of the evaluations. The evaluations are completed annually. The evaluations are not independent. Agility Annual Report 2021, page 30
c. Describe actions taken in response to the evaluations, including changes to the composition of the highest governance body and organizational practices. The purpose of the evaluations is to identify gaps to address any performance issues. No significant issues were identified during the reporting period. Agility Annual Report 2021, page 30
# 2-19
Remuneration policies
Stakeholder Capitalism Theme: Governing purpose
Stakeholder Capitalism Metrics: Expanded
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe the remuneration policies for members of the highest governance body and senior executives, including: Remuneration Policy
a) p. 57 of the 2020 Annual Report shows a detailed breakdown of Board Remuneration covering Fixed and Variable Pay and benefits.
Agility has a Nomination and Remuneration Committee to determine the remuneration policy for the Board and Executive Management, along with an annual review of the required skills needed for the Board membership. Board remuneration is recommended by this Committee and approved by shareholders during the general assembly meeting. It should not exceed 10% of the company’s net profits after deducting depreciation and reserves.
b) Not reported.
Agility has a Nomination and Remuneration Committee which sets a clear remuneration policy for Board members and Executive Management, alongside determining the required and appropriate skills for the Board of Directors and reviewing those requirements on an annual basis.

Board remuneration is recommended by the Board Nomination and Remuneration Committee and approved by the shareholders during the general assembly meeting, and as stipulated by the Articles of Associations of the company, Board remuneration should not exceed 10% of the company’s net profits after deducting depreciation and reserves

The 2021 Annual Report shows a detailed breakdown of board remuneration covering fixed and variable pay and benefits.

Agility Annual Report 2021, pages 23-24, 26
i. fixed pay and variable pay; The remuneration policy addresses fixed pay and variable pay. Agility Annual Report 2021, page 26
ii. sign-on bonuses or recruitment incentive payments; The basis for any Board or Executive member bonus or incentive is the compensation policy approved by the Board.  The HR department is the owner of this policy and any change or update to this policy is presented to the board for approval.

The board remuneration payments is governed by the shareholders’ approval.  The remuneration committee proposes the amounts to be paid to the board members and its nature based on the approved compensation policy, this recommendation is presented to the board and then to the shareholders during the Annual General Assembly Meeting for approval.  The total board remunerations should be compliant with the Kuwait commercial law and not exceed 10% of the company’s net profits after deducting depreciation and reserves.

Any deviation from the approved policy should be reported in the corporate governance report presented to the shareholders.

Agility Annual Report 2021, page 26
iii. termination payments; The basis for any Board or Executive member bonus or incentive is the compensation policy approved by the Board.  The HR department is the owner of this policy and any change or update to this policy is presented to the board for approval.

The board remuneration payments is governed by the shareholders’ approval.  The remuneration committee proposes the amounts to be paid to the board members and its nature based on the approved compensation policy, this recommendation is presented to the board and then to the shareholders during the Annual General Assembly Meeting for approval.  The total board remunerations should be compliant with the Kuwait commercial law and not exceed 10% of the company’s net profits after deducting depreciation and reserves.

Any deviation from the approved policy should be reported in the corporate governance report presented to the shareholders.

Agility Annual Report 2021, page 26
iv. clawbacks; The remuneration policy does not address clawbacks.
v. retirement benefits. Board benefits are governed by shareholder approval and the requirement to ensure Board remuneration is not more than 10% of the company’s net profits after deducting depreciation and reserves.

Board members are not provided retirement benefits.

Executive retirement benefits are governed by HR policy.

b. Describe how the remuneration policies for members of the highest governance body and senior executives relate to their objectives and performance in relation to the management of the organization’s impacts on the economy,  environment, and people. The Board of Directors and Senior Executives are remunerated based on their objectives and performance related to all aspects of business performance and company goals. Agility Annual Report 2021, page 26
# 2-20
Process to determine remuneration
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe the process for designing its remuneration policies and for determining remuneration, including: The Board of Directors has formed the Nomination and Remuneration Committee in accordance with the rules stipulated in article 4-1 of the Corporate Governance Module of the Kuwait Capital Markets Authority. Board and executive management remuneration and benefits are included in the corporate governance report which is presented to the shareholders during annual general assembly meeting. Agility has a Nomination and Remuneration Committee which sets a clear remuneration policy for Board members and Executive Management, alongside determining the required and appropriate skills for the Board of Directors and reviewing those requirements on an annual basis. Agility Annual Report 2021, pages 23-24, 26
i. whether independent highest governance body members or an independent remuneration committee oversees the process for determining remuneration; policies and proposals, if applicable; Nomination and Remuneration Committee includes one executive, one non-executive and one independent board member.  The Committee is responsible for setting a clear remuneration policy for Board members and Executive Management Agility Annual Report 2021, pages 23-24, 26
ii. how the views of stakeholders (including shareholders) regarding remuneration are sought and taken into consideration;  The views of stakeholders (including shareholders) regarding remuneration are welcomed by the Nomination and Remuneration Committee.  Agility maintains communications channels for stakeholder (including shareholder) input, and relevant reported concerns are directed to the board and its committees via the Investor Relations team.  Additionally, the board meets publicly with shareholders annually.  During these meetings shareholders may voice concerns including issues related to remuneration.  Concerns are recorded and considered by the board and its committees during and after the public meeting.
iii. whether remuneration consultants are involved in determining remuneration and, if so, whether they are independent of the organization, its highest governance body and senior executives. Board member and Executive compensation is not determined by or with consultant input.
b. Report the results of votes of stakeholders (including shareholders) on remuneration. Board remuneration and compensation report is a standard item on the General Assembly Meeting agenda . The compensation report which is part of the corporate governance report is presented to the shareholders during the meeting.   The shareholders vote on the compensation report and the board remuneration and the votes are recorded.   The results of the full General Assembly Meeting votes and related information are publicly shared on the stock exchanges the company is listed on. Agility profile on Dubai Stock Exchange website

Agility profile on Kuwait Stock Exchange website

# 2-21
Annual total compensation ratio
Stakeholder Capitalism Theme: Dignity and equality
Stakeholder Capitalism Metrics: Expanded
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Report the ratio of the annual total compensation for the organization’s highest-paid individual to the median annual total compensation for all employees (excluding the highest-paid individual). Not Reported. Omitted: confidentiality constraints. Agility Annual Report 2021, page 26
b. Report the ratio of the percentage increase in annual total compensation for the organization’s highest-paid individual to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual). Omitted: confidentiality constraints. Agility Annual Report 2021, page 26
c. Report contextual information necessary to understand the data and how the data has been compiled. Omitted: confidentiality constraints. Agility Annual Report 2021, page 26
# 2-22
Statement on sustainable development strategy
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Report a statement from the highest governance body or most senior executive of the organization about the relevance of sustainable development to the organization and its strategy for contributing to sustainable development. The 2020 CEO letter can be found on Agility’s sustainability website Agility’s Board Vice Chair, Sustainability Committee member and Company CEO regularly publishes a statement regarding sustainability and sustainable development, and how these topics are integrated into the company’s strategy.  These statements are published at least annually as part of Agility’s sustainability report.  In some cases the CEO also publishes similar public statements. Agility Annual Report 2021, pages 6-7

Agility Sustainability Report FY21, page 3

# 2-23
Policy commitments
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe its policy commitments for responsible business conduct, including: Agility does evaluate sustainability risks as part of its overall strategy. It also applies the Precautionary Principle and pursues cost-effective measures to prevent environmental degradation. This is overseen at the Board level by a sustainability sub-committee. Agility maintains a portfolio of responsible business policies, including those addressing issues related to fair labor; business ethics; environment, health & safety; and supplier conduct. Code of Business Ethics & Conduct

Global Human Rights Policy and Modern Slavery Statement

Supplier Fair Labor Code

Supplier Code of Conduct

 i. the authoritative intergovernmental instruments that the commitments reference; Agility’s Values: Personal Ownership, Teamwork, Excellence, Integrity
Standards: Agility sets high standards, including a zero tolerance policy on bribery and modern slavery, in Agility’s Code of Conduct, Anti-corruption Policy, Competition Compliance Policy, and Supplier Code of Conduct.Awareness and Training: Agility’s Code of Business Conduct and Ethics must be signed by all employees upon joining Agility. Annually, all managerial employees are required to take on-line training, inluding topics on anti-corruption, anti-bribery, allegation reporting and general ethics.Human Rights Training: Fair Labor Employee Training and Fair Labor posters detailing the main components of our Human Rights Policy are available in 15 different languages to ensure understanding.Targets: Agility’s target is to ensure that all employees receive training in ethics and compliance every year, which typically includes 3-4 courses annually. To see 2020 Progress see p. 42 of the Annual Report or sustainability.agility.com.Employee training: All employees globally (including contract workers) are to be trained at onboarding on our Fair Labor program, including their rights as Agility employees.
Beyond our direct employees: Our Supplier Codes (Fair Labor and Code of Conduct) were developed based on an internal stakeholder engagement process and are required for 100% of new suppliers.  These documents are available in English and Arabic.  In addition, certain Suppliers are required to complete awareness compliance training before providing services on behalf of Agility.
In our Code of Business Ethics & Conduct and our environmental policies we refer to all applicable laws and regulations.  Where ethics are concerned, we specifically state that “Agility is genuinely committed to complying with all applicable laws and regulations…”  Our fair labor policies are based on common anti-modern slavery regulations (including those in the UK, Australia and US), ILO, Global Compact and similar international frameworks.
ii. whether the commitments stipulate conducting due diligence; We are working on integrating due diligence into our policy commitments.
iii. whether the commitments stipulate applying the precautionary principle; Our fair labor policy applies the precautionary principle in that the policy requires annual assessments, documented training, periodic audits and regular reporting to ensure we are maintaining the high standards our policy requires.

Our supplier management policies and codes take a precautionary approach to responsible business.  These policies assume that suppliers may be at risk for human rights, ethics and environmental policy violations; suppliers are required to execute policy conformance and codes compliance documents in advance of trading with Agility.

Global Human Rights Policy and Modern Slavery Statement

Supplier Fair Labor Code

Supplier Code of Conduct

iv. whether the commitments stipulate respecting human rights; Our responsible business policies place human rights at the forefront of managed issues, and they require commitments to respect human rights of employees, contracted workers and other stakeholders. Global Human Rights Policy and Modern Slavery Statement

Supplier Fair Labor Code

Supplier Code of Conduct

b. Describe its specific policy commitment to respect human rights, including: Our policy commitments are that we will annually assess at emerging market operations for human rights policy compliance, train all employees on our human rights polices, and that all in-scope, large sites with >50 workers in emerging markets must undergo an audit every three years — by 2025.
i. the internationally recognized human rights that the commitment covers; Our human rights policies address health and safety, child labor, forced labor, recruiting fees, identification documentation management, hours and wages, harassment and discrimination, freedom of association, and stakeholder engagement. Global Human Rights Policy and Modern Slavery Statement
ii. the categories of stakeholders, including at-risk or vulnerable groups, that the organization gives particular attention to in the commitment; Our responsible business policies focus on migrant workers, minorities, gender, children, and disenfranchised communities in which we may operate.
c. provide links to the policy commitments if publicly available, or, if the policy commitments are not publicly available, explain the reason for this; See sources. Code of Business Ethics & Conduct

Global Human Rights Policy and Modern Slavery Statement

Supplier Fair Labor Code

Supplier Code of Conduct

d. report the level at which each of the policy commitments was approved within the organization, including whether this is the most senior level; Each of our responsible business policies are approved at the highest level of the company, by the Vice Chair and CEO.
e. report the extent to which the policy commitments apply to the organization’s activities and to its business relationships; The responsible business policies are comprehensive in scope and they apply to all Agility entities.
 f. describe how the policy commitments are communicated to workers, business partners, and other relevant parties. Agility communicates its policies and requirements to all employees via email, intranet, website, in-person trainings and meetings and other media as may be required.  Policy requirements are provided to suppliers during the qualification process.  Responsible business policies are publicly available on Agility’s website. Agility Sustainability Report FY21, page 20
# 2-24
Embedding policy commitments
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe how it embeds each of its policy commitments for responsible business conduct throughout its activities and business relationships, including: Our policy commitments are embedded and managed via our Sustainability, Ethics, QHSSE and other similar programs.
i. how it allocates responsibility to implement the commitments across different levels within the organization; Responsible business policy implementation responsibilities are delegated to functions within each business units, in addition to governance responsibility delegated to the Corporate Sustainability Team.

Agility is in a period of transition.  For the years 2022-2024, the Corporate Sustainability team will provide Group-wide policy governance as well as implementation support.  In 2025, each business unit will be managing policies without corporate assistance, and the Corporate Sustainability function will remain focused on policy and program governance.

ii. how it integrates the commitments into organizational strategies, perational policies, and operational procedures; Agility integrates its responsible business commitments into organizational strategies by defining policy and program requirements to manage identified material issues.

These include the development and maintenance of operational policies such as human rights policies and codes (including supplier codes), environmental, safety and health policies and ethics policies.  Each of the responsible business policies are reinforced by process and procedural controls such as annual assessments, progress reporting and policy revisions and updates.

iii. how it implements its commitments with and through its business relationships; Agility aims to implement its responsible business commitments in its business relationships.

Following the sale of GIL, we are reviewing our approach to supply chain management and engagement across our remaining controlled businesses. This work is currently at an early stage. We are rolling out our Supplier Code of Conduct and Fair Labor Code of Conduct to all Group companies and will begin updating relevant language in new supplier contracts across our businesses in 2022.

In 2022 and 2023, each of our businesses will work to gain a more transparent picture of their supply chains, alongside working with suppliers to progress environmental and social performance. Human rights remain our priority, and we will work with labor providers to ensure they understand our fair labor and human rights requirements.

Agility Sustainability Report FY21, page 20
iv. training that the organization provides on implementing the commitments. Agility provides online training on ethics and compliance policies, as well as health and safety and human rights policies.  Additionally, employees are trained in-person on human rights and safety. Agility Sustainability Report FY21, page 20
# 2-25
Processes to remediate negative impacts
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe its commitments to provide for or cooperate in the remediation of negative impacts that the organization identifies it has caused or contributed to. All points and topics are covered in the sustainability section of our 2020 Annual Report p. 16 – 49, 145 – 156. Omitted: information unavailable / incomplete.
b. Describe its approach to identify and address grievances, including the grievance mechanisms that the organization has established or participates in. We encourage and expect employees to speak up about ethical concerns, supported by clear no retaliation guidelines and confidential grievance mechanisms.

Agility offers all stakeholders a number of ways in which to raise ethics concerns, including the option to do so anonymously. These include:

  • A form via the Agility website, that gets sent directly to our ethics team. All information is treated confidentially.
  • Via a third-party vendor’s online tool or phone hotline. Users of the hotline can request an interpreter for more than 200 different languages.
Agility Sustainability Report FY21, page 20

Ethics and compliance web page

c. Describe other processes by which the organization provides for or cooperates in the remediation of negative impacts that it identifies it has caused or contributed to. Omitted: information unavailable / incomplete. Agility Sustainability Report FY21, page 18
d.  Describe how the stakeholders who are the intended users of the grievance mechanisms are involved in the design, review, operation, and improvement of these mechanisms. Omitted: information unavailable / incomplete.
 e. Describe how the organization tracks the effectiveness of the grievance mechanisms and other remediation processes, and report examples of their effectiveness, including stakeholder feedback. Omitted: information unavailable / incomplete.
# 2-26
Mechanisms for seeking advice and raising concerns
Stakeholder Capitalism Theme: Ethical behaviour
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe the mechanisms for individuals to: Agility expects our employees to raise ethical concerns and we support this principle with strong no-retaliation guidelines, and confidential ways to raise ethics grievances. The company offers training to employees, and communicates ways to raise concerns about ethics.  More specifically, the company regularly provides commnications and trainig to help employees identify concerns that should be reported and maintains a strict policy against retaliation.

Grievance Reporting
Agility encourages all employees to raise concerns directly to the Ethics & Compliance group, Agility Legal and/or other channels including Direct Managers and Human Resources. Employees and third parties may also raise concerns though Agility’s 3rd-party grievance reporting mechanism through a website, which allows all reporters to remain anonymous. Finally, Agility also offers a 24-hour Alert phone line, offering grievance reporting  in more than 200 languages.

Agility Sustainability Report FY21, page 20
 i. seek advice on implementing the organization’s policies and practices for responsible business conduct; Agility offers all stakeholders a number of ways in which to raise ethics concerns, including the option to do so anonymously. These include:

  • A form via the Agility website, that gets sent directly to our ethics team. All information is treated confidentially.
  • Via a third-party vendor’s online tool or phone hotline. Users of the hotline can request an interpreter for more than 200 different languages.

Individuals (either external or internal) are also able to contact Agility at via the “contact us” feature on our website.

https://www.agility.com/en/contact-us/

Agility Sustainability Report FY21, page 20

Ethics and compliance web page

ii. raise concerns about the organization’s business conduct. See above. Agility Sustainability Report FY21, page 20
# 2-27
Compliance with laws and regulations
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Report the total number of significant instances of non-compliance with laws and regulations during the reporting period, and a breakdown of this total by: We have not identified any areas of non-compliance with environmental laws and regulations in any of our operations. 78% of GIL operations by headcount are covered by ISO 14001, which requires identification of any non-compliance areas.
Agility has not paid any fines or faced any non-monetary sanctions for breaching environmental laws and regulations over the reporting period.
No significant instances of non-compliance with laws and regulations during the reporting period.
i. instances for which fines were incurred; Agility has not identified any non-compliance with laws and/or regulations in the social and economic area, and has not paid any fines. No significant instances of non-compliance with laws and regulations during the reporting period.
ii. instances for which non-monetary sanctions were incurred. No significant instances of non-compliance with laws and regulations during the reporting period.
b. Report the total number and the monetary value of fines for instances of  noncompliance with laws and regulations that were paid during the reporting period, and a breakdown of this total by: No significant instances of non-compliance with laws and regulations during the reporting period.
i. fines for instances of non-compliance with laws and regulations that occurred in the current reporting period; No significant instances of non-compliance with laws and regulations during the reporting period.
ii. fines for instances of non-compliance with laws and regulations that occurred in previous reporting periods; No significant instances of non-compliance with laws and regulations during the reporting period.
c. Describe the significant instances of non-compliance. No significant instances of non-compliance with laws and regulations during the reporting period.
d. Describe how it has determined significant instances of non-compliance. No significant instances of non-compliance with laws and regulations during the reporting period.
# 2-28
Membership associations
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Report industry associations, other membership associations, and national or international advocacy organizations in which it participates in a significant role. Agility engages with a number of industry and global organizations to learn from others, collaborate on complex topics, and ultimately, multiply our contributions. We believe multi-stakeholder engagement is essential to driving a more sustainable future for our business and our industry.
(1) Strategic partner of the World Economic Forum (WEF) and participant in a number of working groups dedicated to trade, sustainable logistics and other topics (see p. 20 of the 2020 Annual Report).
(2) Logistics Emergency Team
(2) Member of the BSR Clean Cargo Working Group
(3) Member of the Sustainable Air Freight Alliance
We believe multi-stakeholder engagement is essential to driving a more sustainable future for our business and our industry.  In 2021, Agility engaged with a number of industry and global organizations to learn from others, collaborate on complex topics, and ultimately, multiply our contributions.

Agility is a strategic partner of the World Economic Forum (WEF) and a participant in several working groups dedicated to trade, sustainable logistics, humanitarian assistance and other topics, including the First Movers Coalition and the Logistics Emergency Team.  In 2021, via the GIL organization, Agility participated in the BSR Clean Cargo Working Group and the Sustainable Air Freight Alliance.

Agility Sustainability Report FY21, page 10
# 2-29
Approach to stakeholder engagement
Stakeholder Capitalism Theme: Stakeholder engagement
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe its approach to engaging with stakeholders, including: A full description of Agility’s approach to stakeholder engagement is available on the Materiality Page of our sustainability website, sustainability.agility.com. This page includes our stakeholder groups, how each group is engaged (as part of ongoing discussions), and whether or not this was specific for the materiality assessment. For the Materiality Assessment, more than 1,200 stakeholders were engaged. Senior leadership reviewed and updated the matrix in 2021 to account for changes to the world and to our business that were accelerated by COVID-19. Agility engages with stakeholders during the materiality assessment process, as well as during day-to-day business and sustainability program operations.  We approach stakeholder engagement from a premise of:

  1. Good faith, transparency and continued dialogue;
  2. Pragmatic and effective integration of responsible priorities and stakeholder interests into the day-to-day business.
  3. Taking leads and queues from vulnerable stakeholder groups and their advocates, including civil society, charities & NGOs, and other stakeholder groups. 

Stakeholder engagement is a cornerstone of materiality issues identification and programs implementation.  We seek stakeholder feedback in our responsbile business activities, and we transparently report progress and impact to all stakeholders.

Due to COVID-19 and the sale of GIL, Agility has not undertaken an in-depth materiality exercise since 2019. We will undertake a materiality assessment in 2022.

i. the categories of stakeholders it engages with, and how they are identified; Stakeholder categories include shareholders, customers, employees, community members, responsible business partnership members and communities, senior executives and the Board of Directors.

Stakeholders are identified through dialogue with executives and external associations and membership partners, as well as via the sustainability team’s engagement in internal and external dialogues about material topics and stakeholders.

Additionally, our materiality assessment includes questions to internal and executive stakeholders about stakeholders, and who should be included in the material issues identification dialogue.  A full description of Agility’s approach to stakeholder engagement is available on the materiality page of our sustainability website (see sources).

Agility materiality and stakeholder engagement web page
ii. the purpose of the stakeholder engagement; Identifying and selecting external stakeholders
Agility selected stakeholders based on its ongoing engagement with industry associations to address our key material sustainability topics. Organizations selected needed to have (1) a strategic interest in the long-term health of Agility and/or (2) long-standing partnership with Agility to address a shared sustainability issue.
Environmental, economic and humanitarian partnerships and multi-stakeholder engagement remain central to our sustainability strategy. Working with others enables us to learn and share our own experience, amplify our impact, and collaborate on solutions to complex global challenges.
iii. how the organization seeks to ensure meaningful engagement with stakeholders. Internal Stakeholders
All employees: More than 1,200 internal stakeholders were engaged as part of our materiality exercise in Q4 2019.
Senior leadership: reviewed and updated the matrix in 2021 to account for changes to the world and to our business that were accelerated by COVID-19.
External Stakeholders
External stakeholders were organized into 4 groups based on their type, interests, and how they are engaged:
(1) investors – existing and potential
(2) supply chain partners (suppliers, carriers, manpower providers)
(3) Customers
(4) Government, international organizations and NGOs (WEF, CCWG, SAFA)
Agility seeks to ensure meaningful engagement with stakeholders by maintining full transparency in stakeholder engagement, including issues identification, prioritization and performance measurement and reporting.  Transparency is an important cornerstone of meaningful stakeholder engagement.
# 2-30
Collective bargaining agreements
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Report the percentage of total employees covered by collective bargaining agreements. This percentage is estimated at 2-3% of our total FTE headcount. In 2021, including Global Integrated Logistics employees pre-sale of the business to DSV, less than 10% of the total workforce worked under collective bargaining agreements.  Agility will report a new baseline for the remaining Group companies in its report covering FY22.
b. For employees not covered by collective bargaining agreements, report whether the organization determines their working conditions and terms of employment based oncollective bargaining agreements that cover its other employees or based on collective bargaining agreements from other organizations. Agility determines working conditions and terms of employment based on local regulation, our responsible business policies, and market conditions.

GRI 3: Material Topics 2021+

# 3-1
Process to determine material topics
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Describe the process it has followed to determine its material topics, including: Entities covered – This 2020 update on Agility’s sustainability progress covers activities and data for Agility branded organizations during the year 2020. Data and statistics on human rights, gender and age breakdown, health and safety, and emissions apply only to Agility’s core commercial business division, Global Integrated Logistics (GIL), unless otherwise stated. GIL accounts for over 75% of Agility’s revenue and 60% of headcount. Historically Agility has reviewed and assessed its materiality framework on an annual basis.

In 2019, a comprehensive materiality assessment was completed, with more than 1,200 stakeholders engaged. Due to the changes from the sale of GIL, we have made a high-level reassessment of our material sustainability issues in 2021 and will complete a more thorough materiality assessment in 2022. Our interim assessment was based on discussions with senior stakeholders at Agility Group and at business unit level, including the Agility senior executive management team and management board.

A full description of Agility’s approach to stakeholder engagement and materiality is available on the materiality page of our sustainability website (see sources).

Agility materiality and stakeholder engagement web page

Agility Sustainability Report FY21, page 10

i. how it has identified actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights, across its activities and business relationships; Agility has identified actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights, across its activities and business relationships through its materiality assessments (including stakeholder interviews and questionnaires), engagement in relevant partnerships, and regular engagement of its management teams in functions such as HR, Health & Safety, Environment, Strategy, IT and Sustainability. Agility materiality and stakeholder engagement web page

Agility Sustainability Report FY21, page 10

ii. how it has prioritized the impacts for reporting based on their significance. Material issues are prioritized based on a matrix with X axis relating to importance to stakeholders, and Y axis relating to importance to Agility.  Identified material issues with the greatest importance and impact are rated as the issues of highest priority.

We categorize material issues accoring to priority as follows:

  1. Actively manage.
  2. Incorporate into business strategy.
  3. Engage with stakeholders and actively monitor.
  4. Monitor issues evolution.

Issues of highest priority receive the most focus on performance reporting.

Agility materiality and stakeholder engagement web page

Agility Sustainability Report FY21, page 10

b. Specify the stakeholders and experts whose views have informed the process of determining its material topics. In its materiality assessments, Agility relies on stakeholders including members of the board, senior company executives, employees, customers, community and industry partnership stakeholders, and its sustainability program team. Agility materiality and stakeholder engagement web page

Agility Sustainability Report FY21, page 10

# 3-2
List of material topics
Stakeholder Capitalism Theme: Risk and opportunity oversight
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. List its material topics. Agility has identified the risks and opportunities for our business and our stakeholders associated with each of our material topics across five categories on p. 145 of our 2020 Annual Report. Agility’s material topics are identified in its materiality matrix. Agility materiality and stakeholder engagement web page

Agility Sustainability Report FY21, page 10

b. Report changes to the list of material topics compared to the previous reporting period. The FY21 material issues have modestly changed from FY20.

Issues that have been raised in importance include road safety; ESG investing & sustainable finance; energy transition; diversity, gender & inclusion; refugees; material waste; and sustainable refrigeration.  Due to the sale of GIL, automation, big data, data security & privacy, internet of things, circular economy, and block chain were removed from the list of material issues; humanitarian assistance prioritization was reduced.

Agility Sustainability Report FY21, page 10
# 3-3
Management of material topics
Stakeholder Capitalism Theme: Risk and opportunity oversight
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
For each material topic reported under Disclosure 3-2, the organization shall: Agility has identified the risks and opportunities for our business and our stakeholders associated with each of our material topics across five categories. See p. 145. —-Agility has identified the risks and opportunities for our business and our stakeholders associated with each of our material topics across five categories. To structure our thinking, we have used the risk and opportunity categories from the Task Force on Climate-related Financial Disclosures (TCFD).—- See our Sustainability Report FY21 for more detail on the management approach to our material topics. Agility materiality and stakeholder engagement web page

Agility Sustainability Report FY21

a. describe the actual and potential, negative and positive impacts on the economy, environment, and people, including impacts on their human rights; Agility evaluates its ESG performance based on its ratings and scores in a number of 3rd party sustainability rating systems: Ecovadis, CDP, FTSE4Good inclusion. Ecovadis gives Agility a silver rating for 2020, putting it in the top 4% of the industry. The Ecovadis rating, including areas of improvement, were reviewed with internal management and the sustainability board in 2020. Please see our materiality matrix and Sustainability Report FY21 for more detail, alongside responses to individual GRI indicators below. Agility materiality and stakeholder engagement web page

Agility Sustainability Report FY21, including materiality matrix on page 10

b. report whether the organization is involved with the negative impacts through its activities or as a result of its business relationships, and describe the activities or business relationships; Agility is involved with the negative impacts of a number of material issues through its activities or as a result of its  business relationships, including health & safety, road safety, climate change, energy transition, material waste, sustainable refrigeration, and air pollution.

Agility manages health & safety and road safety with a goal to reach zero safety incidents.

Agility is a large consumer of energy for its operations, including fuel and electricity, and these can directly and negatively impact climate change, energy transition, sustainable refrigeration, and air pollution.  The same is true for material waste.

The company continues to address these issues to reduce impact from our operations.

c. describe its policies or commitments regarding the material topic; Please see our Sustainability Report FY21 more information on our policies or commitments regarding each material topic. Agility Sustainability Report FY21
d. describe actions taken to manage the topic and related impacts, including: Agility has established goals around most material issues.  By the end of 2023, all material issues will have adopted goals and KPIs.  These will be shared in future reports.
i. actions to prevent or mitigate potential negative impacts; Agility addresses negative impacts through policy, program implementation and transparent KPI-based reporting against established goals.
ii. actions to address actual negative impacts, including actions to provide for or cooperate in their remediation; Generally speaking, Agility follows a plan-do-act-check process to address negative impacts.  In planning activities, the company assesses the materiality of issues and potential impacts from the business, followed by establishing goals, KPI’s and reporting criteria.

Once developed, program implementation follows and impact is measured and reported.  When reporting or operational goals are not being met, interventions are immediately implemented to improve reporting and goal performance.  Similarly, at the end of an annual or other periodic reporting cycle, the company assesses progress against goals, and uses the information to improve performance.  This process is most visibly illustrated in our fair labor program.  In 2022, we are establishing similar plan-do-act-check processes around other material issues such as emissions, gender, climate change, energy transition, health & safety, and road safety.

iii. actions to manage actual and potential positive impacts; See above.
e. report the following information about tracking the effectiveness of the actions taken: See above.
i. processes used to track the effectiveness of the actions; See above.
ii. goals, targets, and indicators used to evaluate progress; See above.
iii. the effectiveness of the actions, including progress toward the goals and targets; See above.
 iv. lessons learned and how these have been incorporated into the organization’s operational policies and procedures; Agility has been developing and structurally managing responsible business policies and programs for more than 15 years.  We have learned that stakeholder dialogue, good faith and transparency are critical to program success.

Seeking program performance feedback from constituent stakeholders like employees and charity partners is critical to the establishment of accurate and realistically achievable goals.  Strong process controls and performance measurement and reporting are also critical to success.  Lastly, we recognize that responsible business is a dynamic journey, and the team must be prepared to adjust materiality, goals, KPIs and program management in order to successfully manage negative impacts.

f. describe how engagement with stakeholders has informed the actions taken (3-3-d) and how it has informed whether the actions have been effective (3-3-e). See above.

GRI 201: Economic Performance 2016+

# 201-1
Direct economic value generated and distributed
Stakeholder Capitalism Theme: Employment and wealth generation
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021)
a. Direct economic value generated and distributed (EVG&D) on an accruals basis. All figures KWD 000’s:  Generated = 1,627,056; Distributed = 1,491,673 All figures are in thousands of KWD.
i. Direct economic value generated, including: 489,129
revenues; 486,154
cash received as interest on financial loans; 486154 485
dividends received from shareholdings; 485 2,213
cash received from sale of assets. 2213 277
ii. Economic value distributed, including: 418,639
cash operating costs; 287,157
salaries & employee benefits; 78,926
payments to providers of capital; 45,508
payments to Government; 3,014
community investments; 4,034
KFAS; 1,965
NLST; 896
Zakat; 852
Agility donations. 321
iii. Economic value retained. 70,490
# 201-2
Financial implications and other risks and opportunities due to climate change
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Risks and opportunities posed by climate change that have the potential to generate substantive changes in operations, revenue, or expenditure, including: Agility has identified the risks and opportunities for our business and our stakeholders associated with each of our material topics across five categories. Agility has identified the risks and opportunities for our business and our stakeholders associated with each of our material topics across five categories. We last undertook this analysis in FY20 — see our FY20 Annual Report for more detail. We will update this analysis in FY22. Agility Annual Report FY20, pages 145-148
i. a description of the risk or opportunity and its classification as either physical, regulatory, or other; See above.
ii. a description of the impact associated with the risk or opportunity; See above.
iii. the financial implications of the risk or opportunity before action is taken; Omitted: information unavailable / incomplete.
iv. the methods used to manage the risk or opportunity; Agility manages sustainability risks primarily through retention and/or prevention and reduction, and in some cases by sharing and transferring.

The company retains and focuses on prevention and reduction for risk impact related to health & safety, road safety, environmental and similar material issues.  On some issues, risk is transferred and/or shared, for example in employee healthcare we transfer or share risk with insurance carriers and employees.

Avoiding risk is not always possible in the Agility operational context.  The company is unable to avoid risks for many material issues.  For example, human rights risks are unavoidable when managing a workforce with a high number of migrant workers, so instead of avoiding the risk we opt to retain and manage associated human rights risks  via prevention and reduction.

v. the costs of actions taken to manage the risk or opportunity. Omitted: information unavailable / incomplete.
# 201-3
Defined benefit plan obligations and other retirement plans
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. If the plan’s liabilities are met by the organization’s general resources, the estimated value of those liabilities. Not reported. Omitted: not material.
b. If a separate fund exists to pay the plan’s pension liabilities: Omitted: not material.
i. the extent to which the scheme’s liabilities are estimated to be covered by the assets that have been set aside to meet them; Omitted: not material.
ii. the basis on which that estimate has been arrived at; Omitted: not material.
iii. when that estimate was made. Omitted: not material.
c. If a fund set up to pay the plan’s pension liabilities is not fully covered, explain the strategy, if any, adopted by the employer to work towards full coverage, and the timescale, if any, by which the employer hopes to achieve full coverage. Omitted: not material.
d. Percentage of salary contributed by employee or employer. Omitted: not material.
e. Level of participation in retirement plans, such as participation in mandatory or voluntary schemes, regional, or country-based schemes, or those with financial impact. Omitted: not material.
# 201-4
Financial assistance received from government
Stakeholder Capitalism Theme: Employment and wealth generation
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total monetary value of financial assistance received by the organization from any government during the reporting period, including: Not reported. Omitted: not material.
i. tax relief and tax credits; Omitted: not material.
ii. subsidies; Omitted: not material.
iii. investment grants, research and development grants, and other relevant types of grant; Omitted: not material.
iv. awards; Omitted: not material.
v. royalty holidays; Omitted: not material.
vi. financial assistance from Export Credit Agencies (ECAs); Omitted: not material.
vii. financial incentives; Omitted: not material.
viii. other financial benefits received or receivable from any government for any operation. Omitted: not material.
b. The information in 201-4-a by country. Omitted: not material.
c. Whether, and the extent to which, any government is present in the shareholding structure. Omitted: not material.

GRI 202: Market Presence 2016+

# 202-1
Ratios of standard entry level wage by gender compared to local minimum wage
Stakeholder Capitalism Theme: Dignity and equality
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. When a significant proportion of employees are compensated based on wages subject to minimum wage rules, report the relevant ratio of the entry level wage by gender at significant locations of operation to the minimum wage. Not reported. Omitted: information unavailable / incomplete. Agility complies fully with local labor laws regarding minimum wages.
b. When a significant proportion of other workers (excluding employees) performing the organization’s activities are compensated based on wages subject to minimum wage rules, describe the actions taken to determine whether these workers are paid above the minimum wage. Not reported. Omitted: information unavailable / incomplete.  See above.
c. Whether a local minimum wage is absent or variable at significant locations of operation, by gender. In circumstances in which different minimums can be used as a reference, report which minimum wage is being used. Not reported. Omitted: information unavailable / incomplete.  See above.
d. The definition used for ‘significant locations of operation’. Not reported. Omitted: information unavailable / incomplete.  See above.
# 202-2
Proportion of senior management hired from the local community
Stakeholder Capitalism Metrics: Expanded
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Percentage of senior management at significant locations of operation that are hired from the local community. Agility employees hail from 120+ countries. We take pride in being a global company that looks and feels local in 100+ countries. Our workforce reflects our emerging markets leadership, with over 84% of our people working in the Middle East, Africa and Asia. A majority of our leadership are from the countries they manage.
For Agility Logistics Parks in Africa, 100% of staff are local to the Agility operation (Agility Ghana is 100% Ghanaian, Nigeria is 100% Nigerians, etc.). Additionally, construction and security contractors are encouraged to recruit workers locally from the villages and towns adjacent to the respective sites, in order to boost local employment and positive community relationships.
In 2021, Agility employees hailed from 120+ countries. The company takes pride in looking and feeling local in the countries in which it operates.  Currently the Agility workforce reflects its emerging markets leadership, with over 99% of employees working in the Middle East, Africa and Asia. The majority of company leadership comes from the countries in which they work and manage Agility operations.

For Agility Logistics Parks in Africa and South Asia, >90% of staff are local to the Agility operation (Agility Ghana staff are 100% Ghanaian, Nigeria staff are 100% Nigerian, etc.). Additionally, construction and security contractors are encouraged to recruit workers locally from the villages and towns adjacent to the respective sites, in order to boost local employment and positive community relationships.

Agility Sustainability Report FY21, pages 15-17
b. The definition used for ‘senior management’. Senior management is defined as leading an entire company or corporate/company function, such as HR, Finance, Sustainability, etc.
c. The organization’s geographical definition of ‘local’. Local is defined as country of origin or country of operation.
d. The definition used for ‘significant locations of operation’. Sites with >50 workers, including employees and contract or temporary workers.

GRI 203: Indirect Economic Impacts 2016+

# 203-1
Infrastructure investments and services supported
Stakeholder Capitalism Theme: Employment and wealth generation
Stakeholder Capitalism Metrics: Expanded
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Extent of development of significant infrastructure investments and services supported. a) Our Agility Logistics Parks footprint extended further across the Middle East and Africa in 2020.
In 2020, Africa, Mozambique and Cote d’Ivoire operations came online, joining the existing Ghana operation as part of Agility’s Africa expansion strategy. Despite construction disruption due to COVID, ALP also delivered around 60,000 sqm of new space in Saudi Arabia and 18,000 sqm in Africa. Agility Logistics Parks bring world-class logistics infrastructure to emerging markets, particularly critical when it comes to the storage of food, medications, technological devices, and other F90high-value, perishable, or temperature-sensitive items.
b) Expected positive impact due to ability to store goods safely, as well as employment creation.
c) Commercial engagements
Agility’s significant infrastructure is mostly attributable to Agility Logistics Parks (ALP), Tristar, and UPAC via the Reem Mall project.

The ALP footprint extended further across the Middle East and Africa in 2021.  In Africa, Mozambique and Cote d’Ivoire operations continued to grow, joining the existing Ghana operation as part of Agility’s Africa expansion strategy.  Despite construction disruption due to COVID, ALP also delivered around 60,000 sqm of new space in Saudi Arabia, and is continuing to develop additional and significant capacity in Kuwait and India. Agility Logistics Parks bring world-class logistics infrastructure to emerging markets, particularly critical when it comes to the storage of food, medications, technological devices, and other high-value, perishable, or temperature-sensitive items.

Tristar saw growth in the its footprint in the development of fuel storage and stations in India and Africa. The UPAC-led Reem Mall construction project entered its final stages of construction completion.

b. Current or expected impacts on communities and local economies, including positive and negative impacts where relevant. Overall it is anticipated that positive impact will result from Agility’s infrastructure development activities.  Impact is assumed positive because the company is taking a forward approach to responsible business and risk management, while simultaneously focusing infrastructure development in emerging and pioneer markets.

Our businesses leverage their size and expertise to support the development of sustainable trade and infrastructure in emerging markets. This involves working with larger customers to develop resilient, efficient supply chains, as well as supporting small and medium enterprises (SMEs) to access knowledge and world-class supply chain services.

Agility Sustainability Report FY21, pages 6-8
c. Whether these investments and services are commercial, in-kind, or pro bono engagements. Nearly 100% of 2021 infrastructure investments are commercial investments.  Relative to the overall infrastructure investment and development program, a small number of investments were made to refurbish or outfit schools in Sri Lanka, India, Tanzania, Pakistan and Brazil. Agility Sustainability Report FY21, pages 6-8
# 203-2
Significant indirect economic impacts
Stakeholder Capitalism Theme: Employment and wealth generation
Stakeholder Capitalism Metrics: Expanded
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Examples of significant identified indirect economic impacts of the organization, including positive and negative impacts. There are four significant indirect impacts of our organization:
1) Agility is helping build the ecosystem for SMEs to trade across borders through our digital logistics platform and services, training, and more. (See page 24, 25 & 31 of the annual report).
2) Agility is employing people in emerging markets, with 85% of our headcount employees in the Middle East, Africa and Asia.
3) Agility’s service provision in logistics helps meet critical economic and social requirements. For example, during COVID-19, the transport and logistics of food, PPE, vaccines and more, during a period of severe supply chain disruption. (see p 22)
4) Agility’s investment in high-quality warehousing and light-industrial infrastructure across the Middle East, South Asia and Africa raises the quality standards for the storage of goods, and helps meet national competitiveness objects.
Our significant indirect impacts include the following:

  1. We help to build the ecosystem for SMEs to to access knowledge and world-class supply chain services.
  2. We employ people in emerging markets, with >95% of our headcount employees in the Middle East, Africa and Asia.
  3. Our investment in high-quality warehousing and light-industrial infrastructure across the Middle East, South Asia and Africa raises the quality standards for the storage of goods, and helps meet national competitiveness objects.
  4. We are increasing our investments in responsible and ESG-focused technologies and companies.
Agility Sustainability Report FY21, pages 6-8, 15-16
b. Significance of the indirect economic impacts in the context of external benchmarks and stakeholder priorities, such as national and international standards, protocols, and policy agendas. Distributed and generated economic values from our infrastructure, services and other investments significantly impact and correlate to UN Sustainable Development Goals, particularly: 4 – quality education; 5 – gender equality;  7 – affordable & clean energy; 8 – decent work and economic growth; 9 – industry, innovation and infrastructure.

GRI 204: Procurement Practices 2016+

# 204-1
Proportion of spending on local suppliers
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Percentage of the procurement budget used for significant locations of operation that is spent on suppliers local to that operation (such as percentage of products and services purchased locally). Not reported. Omitted: information unavailable / incomplete.
b. The organization’s geographical definition of ‘local’. Local is defined as country of origin or country of operation. Not applicable (not reported).
c. The definition used for ‘significant locations of operation’. Sites with >50 workers, including employees and contract or temporary workers. Not applicable (not reported).

GRI 205: Anti-corruption 2016+

# 205-1
Operations assessed for risks related to corruption
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total number and percentage of operations assessed for risks related to corruption. a) All (100%) Agility operations are assessed for risks related to corruption. Agility’s Chief Compliance Officer, in conjunction with Sr. Leadership, Business Units and respective operations, conducts regular course compliance risk assessments, including specific and in-depth corruption-focused activities.
b) The corruption focused risk assessment examines both internal and external factors and is used to identify areas that will be subject to audits, process enhancements, focused training, enhanced oversight, etc.  In the course of this exercise, the following primary corruption risks have been identified:
1. Dealing with third parties
2. Dealing with government officials
3. Facilitating payments
4. Gifts and entertainment
5. Cash transactions
6. Obtaining licenses and permit
7. Import / export clearance activities
It is Agility’s policy to conduct corruption risk assessments covering material businesses and geographies every 2-3 years.  In 2019-2020, Agility performed a global risk assessment using an external consultant specializing in these issues.  The 2019-2020 assessment covered all material countries of operations.  The recommended action items relating to this assessment were implemented by Agility’s Compliance Department in 2020-2021.  The next periodic risk assessment is scheduled for 2023. Agility Sustainability Report FY21, pages 18, 20
b. Significant risks related to corruption identified through the risk assessment. Based on prior corruption risk assessments, the following risks have been identified as material to Agility. These risks are assumed to still be relevant.  During the 2023 assessment period these and other identified risks will be assessed and validated, and if required, risks will be removed or added to this list.

  1. Dealing with third parties
  2. Dealing with government officials
  3. Facilitating payments
  4. Gifts and entertainment
  5. Cash transactions
  6. Obtaining licenses and permits

Agility has an in-house compliance function that provides regular training regarding these and similar topics; and which supervises all compliance-related matters, including reporting and investigations.

Agility Sustainability Report FY21, pages 18, 20
# 205-2
Communication and training about anti-corruption policies and procedures
Stakeholder Capitalism Theme: Ethical behaviour
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total number and percentage of governance body members that the organization’s anti-corruption policies and procedures have been communicated to, broken down by region. Governance body training
a) & d) 100% – all management and governance board members are aware of Agility’s policies and procedures for anti-corruption and trained each year on the organizations anti-corruption policies and procedures
Agility has implemented a robust ethics and compliance communications and training program, which includes mandatory, online and in-person courses addressing broad compliance subjects, including general ethics, anti-corruption, confidential information and human rights.  In conjunction with mandatory online training, communications reinforcing key aspects of company policy, risk areas, and practical considerations are provided to all employees and additional manager-focused resources are made available to help drive understanding.
Employee Training
b) & e) During 2020, more than 8,000 employees completed more than 18,000 courses, including the following:
1. Whistleblowing and non-retaliation
2. Global Anti-Corruption
3. International Sanctions
4. Code of Conduct and Business Ethics
c) Our Supplier Management System, Agility SmartView, automatically requires all suppliers to sign the Supplier Code of Conduct and all labor suppliers to sign the Supplier Fair Labor Code. The system has been implemented in United States, Canada, Mexico, Australia, Malaysia, New Zealand, Denmark, Finland, Germany, Hungary, Norway, Sweden, UK, Bahrain, Dubai, Kenya, Oman, Saudi Arabia, South Africa, and for the Life Sciences vertical (global).
100% of Agility Board of Directors and Corporate Executives annually receive communications and/or training regarding Agility’s anti-corruption policies and procedures.  In the material Agility businesses, more than three quarters of all the companies’ executives annually receive communications and/or training on Agility’s and/or other relevant anti-corruption policies and procedures. Agility Sustainability Report FY21, page 20
b. Total number and percentage of employees that the organization’s anti-corruption policies and procedures have been communicated to, broken down by employee category and region. Agility has implemented a robust ethics and compliance communications and training program, which includes mandatory, online and in-person courses addressing broad compliance subjects — including general ethics, anti-corruption, confidential information and human rights.

In conjunction with mandatory online training, communications reinforcing key aspects of company policy, risk areas, and practical considerations are provided to all employees and additional manager-focused resources are made available to help drive understanding.

More than 10,000 employees undertood Ethics training in 2021, including 9,097 GIL employees as of Q3 2021, and 1,117 non-GIL Agility Group employees as of November 2021. This training including content on whistleblowing and non-retaliation, global anti-corruption, international sanctions, and Code of Conduct and Business Ethics.

Agility Sustainability Report FY21, page 20
c. Total number and percentage of business partners that the organization’s anti-corruption policies and procedures have been communicated to, broken down by type of business partner and region. Omitted: information unavailable / incomplete.Following the sale of GIL, we are reviewing our approach to supply chain management and engagement across our remaining controlled businesses.  This work is currently at an early stage. Rolling out our programs and policies to business partners and suppliers will be a focus for 2022 and 2023.
c. Describe if the organization’s anti-corruption policies and procedures have been communicated to any other persons or organizations. Agility’s anti-corruption policies and procedures are publically available online for any other persons or organizations to reference. Agility ethics and compliance webpage
d. Total number and percentage of governance body members that have received training on anti-corruption, broken down by region. See 205-2 a, above.
e. Total number and percentage of employees that have received training on anti-corruption, broken down by employee category and region. See 205-2 b, above.
# 205-3
Confirmed incidents of corruption and actions taken
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total number and nature of confirmed incidents of corruption. Not reported Omitted: confidentiality constraints.
b. Total number of confirmed incidents in which employees were dismissed or disciplined for corruption. Omitted: confidentiality constraints.
c. Total number of confirmed incidents when contracts with business partners were terminated or not renewed due to violations related to corruption. Omitted: confidentiality constraints.
d. Public legal cases regarding corruption brought against the organization or its employees during the reporting period and the outcomes of such cases. No public legal cases regarding corruption were brought against Agility or its employees during the reporting period.

GRI 206: Anti-Competitive Behavior 2016+

# 206-1
Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Number of legal actions pending or completed during the reporting period regarding anti-competitive behavior and violations of anti-trust and monopoly legislation in which the organization has been identified as a participant. Not reported No legal actions were pending or completed during the reporting period regarding anti-competitive behavior and violations of anti-trust and monopoly legislation in which Agility has been identified as a participant.
b. Main outcomes of completed legal actions, including any decisions or judgements. Omitted: not applicable (see above).

GRI 207: Tax 2019+

# 207-1
Approach to tax
Stakeholder Capitalism Theme: Community and social vitality
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
i. whether the organization has a tax strategy and, if so, a link to this strategy if publicly available; Agility Global Tax and Business Strategy
Agility business activities generate a substantial amount and variety of taxes.  We pay corporate income taxes, withholding taxes, stamp duties, employment and other taxes.  In addition, we collect and pay employee taxes as well as indirect taxes such as excise duties and VAT.  The taxes pay and collect form a significant part of our economic contribution to the countries in which we operate. Agility is committed to complying with tax laws in a responsible manner and to having open and constructive relationships with tax authorities. Agility supports efforts to increase public trust in tax systems.
Agility’s Tax Principals & Strategy
Our code of conduct sets out what is expected of everyone at Agility and our approach to tax aligns with those principals. Our approach to compliance and tax planning, governance, transparency and risk management are driven by the following principles:
•        Compliance and Tax Planning – We support efforts to increase public trust in tax systems. We are committed to observing all applicable laws, rules, regulations and reporting and disclosure requirements, wherever there is a requirement to do so as a result of our business presence and transactions.
•        Governance – We adhere to relevant tax law and we seek to minimize the risk of uncertainty or disputes. We work collaboratively wherever possible with governments and fiscal authorities to resolve disputes and to achieve early agreement and certainty.
•        Transparency – We seek to build and sustain relationships with governments and fiscal authorities in the countries where we operate and believe that those relationships should be constructive and based on mutual respect.
•        Risk Management – We strive to pay the tax that we owe under a reasonable interpretation of the law and to ensure that we pay tax only once on our profits as we have a responsibility to our stakeholders to be financially efficient and deliver a sustainable tax rate.
Agility’s Tax Governance Structure
The Corporate Tax Department is headed by the Group Head of Tax and is supported by the VP of Global Tax. The Group Head of Tax owns and implements the approach to tax which is approved by the Group Treasurer. The Group Head of Tax is also responsible for ensuring that policies and procedures that support the approach are in place, maintained and used consistently around the world, and that the global tax team has the skills and experience to implement the approach appropriately.
Agility’s Tax Process/Approach to Regulatory Compliance
The key objectives of the Corporate Tax Department is to ensure the following:
•        Efficient tax planning,
•        Effective tax risk management,
•        Establishing strong tax control environments/tax governance, and
•        Proactive resolution of all issues raised by the tax authorities related to Agility Corporate office as well as assistance to respective business units that may have significant impact on business decisions.
Agility has a Tax Control Framework in place that documents the set of standards for Internal Control over tax-related matters regarding the key functions and activities below.  The overall responsibility of the process lies with the Group Head of Tax and Vice President–Global Tax.
•        Tax planning process,
•        Direct and indirect tax compliance – Returns & Reconciliations,
•        Tax provisions and deferred taxes,
•        Transfer pricing and Country by Country Reporting (“CbCR”),
•        Mandatory Disclosure Regime (“MDR”),
•        Tax assessments, disputes and audits management, and
•        External tax consultants management.
Agility’s Tax Principles & Strategy:

Our code of conduct sets out what is expected of everyone at Agility and the approach to tax aligns with those principals.  The approach to compliance and tax planning, governance, transparency and risk management are driven by the following principles:

  • Compliance and tax planning.  Agility supports efforts to increase public trust in tax systems.  It is committed to observing all applicable laws, rules, regulations and reporting and disclosure requirements, wherever there is a requirement to do so as a result of our business presence and transactions.
  • Governance.  Agility adheres to relevant tax law and it seeks to minimize the risk of uncertainty or disputes.  The company works collaboratively wherever possible with governments and fiscal authorities to resolve disputes and to achieve early agreement and certainty.
  • Transparency.  Agility seeks to build and sustain relationships with governments and fiscal authorities in the countries where it operates and the company believes that those relationships should be constructive and based on mutual respect.
  • Risk Management.  Agility strives to pay the tax that it owes under a reasonable interpretation of the law and to ensure that the company should pay tax only once on its profits as it has a responsibility to its stakeholders to be financially efficient and deliver a sustainable tax rate.
ii. the governance body or executive-level position within the organization that formally reviews and approves the tax strategy, and the frequency of this review; The Corporate Tax Department (Agility Tax) is headed by the Group Head of Tax and is supported by the VP of Global Tax.  The Group Head of Tax owns and implements the approach to tax which is approved by the Group Treasurer.  The Group Head of Tax is also responsible for ensuring that policies and procedures that support the approach are in place, maintained and used consistently around the world, and that the global tax team has the skills and experience to implement the approach appropriately.
iii. the approach to regulatory  compliance; Agility’s tax process and approach to regulatory compliance are based on key objectives including efficient tax planning, effective tax risk management, establishing strong tax control environments/tax governance, and proactive resolution of all issues raised by the tax authorities related to Agility Corporate office — as well as assistance to respective business units that may have significant impact on business decisions.
iv. how the approach to tax is linked to the business and sustainable development strategies of the organization. Agility is committed to complying with tax laws in a responsible manner and to having open and constructive relationships with tax authorities.  Agility supports efforts to increase public trust in tax systems.  Agility business activities generate a substantial amount and variety of taxes.

The company pays corporate income taxes, withholding taxes, stamp duties, employment and other taxes.  In addition, Agility collects and pays employee taxes as well as indirect taxes such as excise duties and VAT.  The taxes are paid and collected from a significant part of our economic contribution to the countries in which we operate.

# 207-2
Tax governance, control, and risk management
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. A description of the tax governance and control framework, including: Agility’s Tax Governance, Control, and Risk Management
Agility’s Group Head of Tax owns and implements Agility’s approach to tax which is approved by the main board audit committee. The Group Head of Tax is also responsible for ensuring that policies and procedures that support the approach are in place, maintained and used consistently around the world, and that the global tax team has the skills and experience to implement the approach appropriately. Agility’s tax professionals possess the requisite skill and experience and regularly participate in training and compliance programs. Agility Tax operates in partnership with our businesses to identify and mitigate tax risks where possible.
Agility Tax follows the Company’s risk management system as part of its internal control processes. We identify, assess and manage tax risks and account for them appropriately. We implement risk management measures including controls over compliance processes and monitor their effectiveness.  We report on a periodic basis to the group financial risk committee on how tax risks are managed, monitored and assured and on improvements that are being made. In this way the group financial risk committee provides governance and oversight of tax risks. Strong technical tax positions are formulated after in-depth research of information available to us through our tax research and compliance vendors, government taxing authority literature, expert tax partner’s guidance and knowledge of our tax professionals.
Concern reporting
Agility’s reputation for integrity and fairness is an asset all Agility employees own. Agility employees have a role to play by observing ethical standards in these areas and raising an alert when they see departures from the norm. Every employee has a responsibility to read and understand the company’s ethical standards, laid out in our Code of Business Ethics & Conduct. It’s a cornerstone of our business philosophy and must be followed whenever and wherever we conduct business for Agility.  Agility encourages employees to report possible violations of our Code of Business Ethics and Conduct. There are several ways to elevate the employees concerns:
•        Notify supervisor or manager if you are comfortable doing so
•        Send an email to the personal mailbox of any member of the Ethics team or to [email protected]
•        Enter a report on our secure website from our employee intranet
•        Call the Agility Alert Line, a toll-free number that enables employees in 35 of our operating countries to make anonymous reports.
•        Any employee who submits a report in good faith will be protected from retaliation.
The tax reported amounts in the annual financial statements are audited by EY and RSM.
Agility’s tax governance, control, and risk management: Agility Annual Report 2021, page 67
i. the governance body or executive-level position within the organization accountable for compliance with the tax strategy; Agility’s Group Head of Tax owns and implements Agility’s approach to tax, which is approved by the main board Audit Committee.  The Group Head of Tax is also responsible for ensuring that policies and procedures that support the approach are in place, maintained and used consistently around the world, and that the global tax team has the skills and experience to implement the approach appropriately.

Agility’s tax professionals possess the requisite skill and experience and regularly participate in training and compliance programs.  Agility Tax operates in partnership with our businesses to identify and mitigate tax risks where possible.

ii. how the approach to tax is embedded within the organization; Agility Tax follows the company’s risk management system as part of its internal control processes.
iii. the approach to tax risks, including how risks are identified, managed, and monitored; The team identifies, assesses and manages tax risks and accounts for them appropriately. It implements risk management measures including controls over compliance processes and monitor their effectiveness.
iv. how compliance with the tax governance and control framework is evaluated. The team reports on a periodic basis to the group financial risk committee on how tax risks are managed, monitored and assured and on improvements that are being made.  In this way the group financial risk committee provides governance and oversight of tax risks.  Strong technical tax positions are formulated after in-depth research of information available to us through the company’s tax research and compliance vendors, government taxing authority literature, expert tax partner’s guidance and knowledge of the tax professionals.
b. A description of the mechanisms to raise concerns about the organization’s business conduct and the organization’s integrity in relation to tax. Agility maintains a toll free hotline and email account for any stakeholder to report concerns or grievances, including those related to tax issues.
c. A description of the assurance process for disclosures on tax including, if applicable, a link or reference to the external assurance report(s) or assurance statement(s). Tax disclosures are included in the annual financial report, which is assured per Kuwait Stock Market compliance regulations.
# 207-3
Stakeholder engagement and management of concerns related to tax
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. A description of the approach to stakeholder engagement and management of stakeholder concerns related to tax, including: Stakeholder Engagement and Management of Concerns Related to Tax
Agility Tax seek an open dialogue with our shareholders, relevant tax authorities, customers and various Agility business group. Any new changes to be made to the Tax strategy and any planning due to changes in the Tax Laws shall be identified, analyzed, and reviewed by the Corporate Tax Department for the entire Agility Group and in coordination with Legal, Corporate Secretarial Departments and respective country-tax representatives of Agility. Depending on the region, complexity, and materiality of the restructuring required as per the new changes in the tax law, the Group Head of Tax and/or Vice President-Global Tax may consider the use of tax consulting firms or in-house team to review and recommend changes to the Tax structuring, strategy and plan.Agility Tax also actively participates in the Tax Executive Institute which is the preeminent association of in-house tax professionals to help identify tax law trends in good time and to be able to react to them.Agility Tax support the principles of greater transparency by ensuring compliance with country-by-country reporting as part of the OECD’s Base Erosion and Profit Shifting project exchange of country-by-country reporting data between taxing authorities, and EU’s Mandatory Disclosure Regime.
Agility Tax seek an open dialogue with our shareholders, relevant tax authorities, customers and various Agility business group.  Any new changes to be made to the tax strategy and any planning due to changes in the tax laws shall be identified, analyzed, and reviewed by the Corporate Tax Department for the entire Agility Group and in coordination with Legal, Corporate Secretarial Departments and respective country-tax representatives of Agility.
i. the approach to engagement with tax authorities; Depending on the region, complexity, and materiality of the restructuring required as per the new changes in the tax law, the Group Head of Tax and/or Vice President-Global Tax may consider the use of tax consulting firms or in-house team to review and recommend changes to the tax structuring, strategy and plan.
ii. the approach to public policy advocacy on tax; Agility Tax also actively participates in the Tax Executive Institute, which is the preeminent association of in-house tax professionals to help identify tax law trends in good time and to be able to react to them.  Agility Tax supports the principles of greater transparency by ensuring compliance with country-by-country reporting as part of the OECD’s Base Erosion and Profit Shifting project exchange of country-by-country reporting data between taxing authorities, and EU’s Mandatory Disclosure Regime.
iii.  the processes for collecting and considering the views and concerns of stakeholders, including external stakeholders. Agility receives feedback from shareholders and other stakeholders via its “contact us” feature on the Agility website.  Any reported concerns are managed according to a time-bound and performance measured basis.  Additionally, shareholders are able to report concerns or information during the annual shareholders meeting.  All reports are recorded and distributed to the appropriate authority or department in the company, including the tax department when applicable.
# 207-4
Country-by-country reporting
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. All tax jurisdictions where the entities included in the organization’s audited consolidated financial statements, or in the financial information filed on public record, are resident for tax purposes. Agility reports its tax position as part of its IFRS annual reporting. Agility reports its tax position as part of its IFRS annual reporting.
b. For each tax jurisdiction reported in Disclosure 207-4-a: See above.
i. Names of the resident entities; See above.
ii. Primary activities of the organization; See above.
iii. Number of employees, and the basis of calculation of this number; See above.
iv. Revenues from third-party sales; See above.
v. Revenues from intra-group transactions with other tax jurisdictions; See above.
vi. Profit/loss before tax; See above.
vii. Tangible assets other than cash and cash equivalents; See above.
viii. Corporate income tax paid on a cash basis; See above.
ix. Corporate income tax accrued on profit/loss; See above.
x. Reasons for the difference between corporate income tax accrued on profit/loss and the tax due if the statutory tax rate is applied to profit/loss before tax. See above.
c. The time period covered by the information reported in Disclosure 207-4. See above.

GRI 301: Materials 2016+

# 301-1
Materials used by weight or volume
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total weight or volume of materials that are used to produce and package the organization’s primary products and services during the reporting period, by: Not Reported Omitted: not material – most of our businesses operate in the services sector.
i. non-renewable materials used; Omitted: not material – most of our businesses operate in the services sector.
ii. renewable materials used. Omitted: not material – most of our businesses operate in the services sector.
# 301-2
Recycled input materials used
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Percentage of recycled input materials used to manufacture the organization’s primary products and services. Not Reported Omitted: not material – most of our businesses operate in the services sector.
# 301-3
Reclaimed products and their packaging materials
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Percentage of reclaimed products and their packaging materials for each product category Not reported. Omitted: not material – most of our businesses operate in the services sector.
b. How the data for this disclosure have been collected. Omitted: not material – most of our businesses operate in the services sector.

GRI 302: Energy 2016+

# 302-1
Energy consumption within the organization
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total fuel consumption within the organization from non-renewable sources, in joules or multiples, and including fuel types used. Please see the 2020 Annual Report p. 152 for the latest tables and calculation methods.
Diesel (liters) 120,178,269.17

This figure includes diesel and marine gas oil (MGO), which are similar in terms of chemistry, energy density and CO2 emissions. Of this figure, approximately 36,896,519.16 liters are from diesel consumed in trucking operations, and 83,281,750 liters are from MGO consumed in shipping operations.

Does not include GIL data. See Agility’s Annual Report 2020 for GIL energy consumption data as of the end of FY20.

For GIL data: Annual Report 2020, page 152
Diesel (megajoules) 4,601,676,176.47

Does not include GIL data. See Agility’s Annual Report 2020 for GIL energy consumption data as of the end of FY20.

U.S. Energy Information Administration energy conversion calculator:  Energy conversion calculators – U.S. Energy Information Administration (EIA)

For GIL data: Annual Report 2020, page 152

Gas LPG – Liquefied Petroleum Gas (liters) 1,266,170.33

Does not include GIL data. See Agility’s Annual Report 2020 for GIL energy consumption data as of the end of FY20.

For GIL data: Annual Report 2020, page 152
Gas LPG (megajoules) 31,654,258.25

Does not include GIL data. See Agility’s Annual Report 2020 for GIL energy consumption data as of the end of FY20.

U.S. Energy Information Administration energy conversion calculator:  Energy conversion calculators – U.S. Energy Information Administration (EIA)

For GIL data: Annual Report 2020, page 152

Gasoline (liters) 964,601.18

Does not include GIL data. See Agility’s Annual Report 2020 for GIL energy consumption data as of the end of FY20.

For GIL data: Annual Report 2020, page 152
Gasoline (megajoules) 32,339,219.07

Does not include GIL data. See Agility’s Annual Report 2020 for GIL energy consumption data as of the end of FY20.

U.S. Energy Information Administration energy conversion calculator:  Energy conversion calculators – U.S. Energy Information Administration (EIA)

For GIL data: Annual Report 2020, page 152

b. Total fuel consumption within the organization from renewable sources, in joules or multiples, and including fuel types used. Omitted: information unavailable / incomplete.
c. In joules, watt-hours or multiples, the total:
i. electricity consumption (kWh); 11,118,497.37

Does not include GIL data. See Agility’s Annual Report 2020 for GIL energy consumption data as of the end of FY20.

For GIL data: Annual Report 2020, page 152
i. electricity consumption (megajoules); 40,026,590.53

Does not include GIL data. See Agility’s Annual Report 2020 for GIL energy consumption data as of the end of FY20.

U.S. Energy Information Administration energy conversion calculator:  Energy conversion calculators – U.S. Energy Information Administration (EIA)

For GIL data: Annual Report 2020, page 152

ii. heating consumption; Omitted: not applicable.
iii. cooling consumption; Omitted: not applicable.
iv. steam consumption. Omitted: not applicable.
d. In joules, watt-hours or multiples, the total: Omitted: not applicable.
i. electricity sold; Omitted: not applicable.
ii. heating sold; Omitted: not applicable.
iii. cooling sold; Omitted: not applicable.
iv. steam sold. Omitted: not applicable.
e. Total energy consumption within the organization, in megajoules. 270,366,756.97

Does not include GIL data. See Agility’s Annual Report 2020 for GIL energy consumption data as of the end of FY20.

For GIL data: Annual Report 2020, page 152
f. Standards, methodologies, assumptions, and/or calculation tools used. To convert liters and kWh consumption to megajoules, Agility uses the US Energy Information Agency online energy conversion calculators. U.S. Energy Information Administration energy conversion calculator:  Energy conversion calculators – U.S. Energy Information Administration (EIA)
g. Source of the conversion factors used. To convert liters and kWh consumption to megajoules, Agility uses the US Energy Information Agency online energy conversion calculators. U.S. Energy Information Administration energy conversion calculator:  Energy conversion calculators – U.S. Energy Information Administration (EIA)
# 302-2
Energy consumption outside of the organization
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Energy consumption outside of the organization, in joules or multiples. Not Reported. Omitted: information unavailable / incomplete.  Following the sale of GIL, we are reviewing our approach to supply chain management and engagement across our remaining controlled businesses.  This work is currently at an early stage.In 2022 and 2023, each of our businesses will work to gain a more transparent picture of their supply chains, alongside working with suppliers to progress environmental and social performance. Agility Sustainability Report FY21, page 20
b. Standards, methodologies, assumptions, and/or calculation tools used. Omitted: not applicable.
c. Source of the conversion factors used. Omitted: not applicable.
# 302-3
Energy intensity
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Energy intensity ratio for the organization (megajoules/economic value generated) Not Reported. 9.49 MJ/KWD direct economic value generated

We own 65.12% of Tristar. However, energy consumption reported in 2021 covers 100% of Tristar operations.

Does not include GIL data.

Business unit reporting, please see disclosure 201-1 and 302-1 for details.
b. Organization-specific metric (the denominator) chosen to calculate the ratio. Energy intensity ratio = megajoules/direct economic value generated in KWD (or 4,641,702,767.00 MJ/489,129,000 KWD total direct economic value generated.)

We own 65.12% of Tristar. However, energy consumption reported in 2021 covers 100% of Tristar operations.

Does not include GIL data

Business unit reporting, please see disclosure 201-1 and 302-1 for details.
c. Types of energy included in the intensity ratio; whether fuel, electricity, heating, cooling, steam, or all. Electricity and fuel including diesel, MGO, gasoline and LPG. Business unit reporting, please see disclosure 302-1 for details.
d. Whether the ratio uses energy consumption within the organization, outside of it, or both. Within the organization only. Business unit reporting, please see disclosure 302-1 for details.
# 302-4
Reduction of energy consumption
2022 GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s New Response (2022) Sources
a. Amount of reductions in energy consumption achieved as a direct result of conservation and efficiency initiatives, in joules or multiples. The majority of the changes in our energy consumption data stem from improvements in the consistency and quality of our resource consumption reporting from the countries. We are working to automate energy data collection, which should help fix common errors, such as erroneous assignment of fuel type at the country level.
Diesel: From 2019 to 2020, our diesel fuel consumption dropped in a number of markets where Agility owns and operates fleets, leading to a global decrease of 12%.
Diesel (Biofuel Blend): From 2019 to 2020, our reported consumption of Diesel (Biofuel Blend) increased by over 300% because one country where we have a large fleet operation did not report in 2019. The increase from 2018 has to do with improvements to our reporting system, which has increased the number of countries covered by automated reporting, particularly in Europe, where Diesel (Biofuel Blend) is more common.
Gasoline & Gasoline (Biofuel Blend): These figures also decreased between 2019 & 2020 due to COVID-19.
Omitted: information unavailable / incomplete. Agility’s energy consumption baseline has changed significantly following the sale of GIL.

Agility is committed to reducing the carbon footprint of our own operations and working with partners across our value chain to reduce our collective impact on climate change.

Our controlled businesses are focusing on improving their environmental performance. Most are still in early phases of their journey, largely concentrating on improving data collection and reporting systems.

Agility Sustainability Report FY21, pages 11-13
b. Types of energy included in the reductions; whether fuel, electricity, heating, cooling,steam, or all. Omitted: information unavailable / incomplete. See above.
c. Basis for calculating reductions in energy consumption, such as base year or baseline, including the rationale for choosing it. Omitted: information unavailable / incomplete. See above.
d. Standards, methodologies, assumptions, and/or calculation tools used. Omitted: information unavailable / incomplete. See above.
# 302-5
Reductions in energy requirements of products and services
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Reductions in energy requirements of sold products and services achieved during the reporting period, in joules or multiples. In 2020, Agility Abu Dhabi got a license to use double-trailers for trucking, which reduce fuel usage by an estimated 26% per container. This did contribute to a reduction in total reported fuel usage, which was partially offset by business growth, for an overall reported decrease in fuel usage of 5%. Omitted: not applicable.
b. Basis for calculating reductions in energy consumption, such as base year or baseline, including the rationale for choosing it. Omitted: not applicable.
c. Standards, methodologies, assumptions, and/or calculation tools used. Omitted: not applicable.

GRI 303: Water and Effluents 2018+

# 303-1
Interactions with water as a shared resource
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. A description of how the organization interacts with water, including how and where water is withdrawn, consumed, and discharged, and the water-related impacts the organization has caused or contributed to, or that are directly linked to its operations, products, or services by its business relationships (e.g., impacts caused by runoff). Not Reported Omitted: information unavailable / incomplete.  2021 represents a transition year for Agility and water is now on the sustainability agenda for assessment of its material relevance to the business.  In 2022, the company will have a clear strategy for understanding water consumption and discharge inasmuch as it is determined to be a material issue to the company or any of its subsidiaries.

Agility’s operations largely withdraw, consume and discharge water at their respective operating locations.  We estimate that most water originates from municipal supplies, including delivered water.  In some locations in Africa and India water may be withdrawn from wells.

Agility is not a water intensive company, with the exception of GCC Services, which provides remote life support and institutional food services, both of which are water intensive.  Generally, water consumption is low and we believe discharge impact is low, with the exception of GCC Services, which manages water discharge in strict conformance to health, safety and environmental requirements of its institutional customers and within its environmental policy framework.

b. A description of the approach used to identify water-related impacts, including the scope of assessments, their timeframe, and any tools or methodologies used. In 2022, Agility will complete a detailed materiality assessment to determine the full scope of environmental impacts from water usage.
c. A description of how water-related impacts are addressed, including how the organization works with stakeholders to steward water as a shared resource, and how it engages with suppliers or customers with significant water-related impacts. Agility complies with local laws and environmental regulations where water-related impacts are concerned.
d. An explanation of the process for setting any water-related goals and targets that are part of the organization’s approach to managing water and effluents, and how they relate to public policy and the local context of each area with water stress. In 2022, Agility will complete a comprehensive materiality assessment including water issues.  If required, the company will set policies, goals and KPIs for the topic.
# 303-2
Management of water discharge related impacts
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. A description of any minimum standards set for the quality of effluent discharge, and how these minimum standards were determined, including: In 2020, 78% of Agility GIL’s operations by headcount (over 30 countries) was certified for ISO 14001. In order to get this certification, these operations need to identify any environmental impacts related to water discharge, as well as identify a management process. Each of our operations have developed their own detailed EMS individually, so it is not possible to include descriptions of the management approaches in each country here. Omitted: see 303-1.
i. how standards for facilities operating in locations with no local discharge requirements were determined; Omitted: see 303-1.
ii. any internally developed water quality standards or guidelines; Omitted: see 303-1.
iii. any sector-specific standards considered; Omitted: see 303-1.
iv. whether the profile of the receiving waterbody was considered. Omitted: see 303-1.
# 303-3
Water withdrawal
Stakeholder Capitalism Theme: Freshwater availability
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total water withdrawal from all areas in megaliters, and a breakdown of this total by the following sources, if applicable: Not Reported. Omitted: see 303-1.

For GIL water consumption information covering the period 1 January 2021 to 16 August 2021, please see Agility’s Sustainability Report FY21, page 25.

Agility Sustainability Report FY21, page 25
i. Surface water; Omitted: see 303-1.
ii. Groundwater; Omitted: see 303-1.
iii. Seawater; Omitted: see 303-1.
iv. Produced water; Omitted: see 303-1.
v. Third-party water. Omitted: see 303-1.
b. Total water withdrawal from all areas with water stress in megaliters, and a breakdown of this total by the following sources, if applicable: Omitted: see 303-1.
i. Surface water; Omitted: see 303-1.
ii. Groundwater; Omitted: see 303-1.
iii. Seawater; Omitted: see 303-1.
iv. Produced water; Omitted: see 303-1.
v. Third-party water, and a breakdown of this total by the withdrawal sources listed in i-iv. Omitted: see 303-1.
c. A breakdown of total water withdrawal from each of the sources listed in Disclosures 303-3-a and 303-3-b in megaliters by the following categories: Omitted: see 303-1.
i. Freshwater (≤1,000 mg/L Total Dissolved Solids); Omitted: see 303-1.
ii. Other water (>1,000 mg/L Total Dissolved Solids). Omitted: see 303-1.
d. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used. Omitted: see 303-1.
# 303-4
Water discharge
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total water discharge to all areas in megaliters, and a breakdown of this total by the following types of destination, if applicable: Not Reported. Omitted: see 303-1.
i. Surface water; Omitted: see 303-1.
ii. Groundwater; Omitted: see 303-1.
iii. Seawater; Omitted: see 303-1.
iv. Third-party water, and the volume of this total sent for use to other organizations, if applicable. Omitted: see 303-1.
b. A breakdown of total water discharge to all areas in megaliters by the following categories: Omitted: see 303-1.
i. Freshwater (≤1,000 mg/L Total Dissolved Solids); Omitted: see 303-1.
ii. Other water (>1,000 mg/L Total Dissolved Solids). Omitted: see 303-1.
c. Total water discharge to all areas with water stress in megaliters, and a breakdown of this total by the following categories: Omitted: see 303-1.
i. Freshwater (≤1,000 mg/L Total Dissolved Solids); Omitted: see 303-1.
ii. Other water (>1,000 mg/L Total Dissolved Solids). Omitted: see 303-1.
d. Priority substances of concern for which discharges are treated, including: Omitted: see 303-1.
i. how priority substances of concern were defined, and any international standard, authoritative list, or criteria used; Omitted: see 303-1.
ii. the approach for setting discharge limits for priority substances of concern; Omitted: see 303-1.
iii. number of incidents of non-compliance with discharge limits. Omitted: see 303-1.
e. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used. Omitted: see 303-1.
# 303-5
Water consumption
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total water consumption from all areas in megaliters. Water withdrawal over past 3 years: 2018 – 208 ML; 2019 – 208 ML; 2020 – 237 ML.
In 2020, we introduced significant improvements to reporting processes that allowed us to get a more accurate picture of our global water footprint. We were able to identify and correct errors from 2018 and 2019 as well. While the difference is small for 2018 (from 209, 621,834 liters to a corrected value of 208,237,074 liters), the difference in 2019 was significant (dropped from a reported 1,187,444,743 liters to 207,962,865 liters). This was due to an error in the unit of measure reported by two smaller countries.
Omitted: see 303-1.
b. Total water consumption from all areas with water stress in megaliters. Omitted: see 303-1.
c. Change in water storage in megaliters, if water storage has been identified as having a significant water-related impact. Omitted: see 303-1.
d. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used, including whether the information is calculated, estimated, modeled, or sourced from direct measurements, and the approach taken for this, such as the use of any sector-specific factors. In 2022, Agility will complete a comprehensive materiality assessment including water issues.  If required, the company will set policies, goals and KPIs around the topic.

GRI 304: Biodiversity 2016+

# 304-1
Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas
Stakeholder Capitalism Theme: Nature loss
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. For each operational site owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas, the following information: Not Reported Omitted: not currently material.  We will be updating our materiality assessment in 2022.
i. Geographic location; See above.
ii. Subsurface and underground land that may be owned, leased, or managed by the organization; See above.
iii. Position in relation to the protected area (in the area, adjacent to, or containing portions of the protected area) or the high biodiversity value area outside protected areas; See above.
iv. Type of operation (office, manufacturing or production, or extractive); See above.
v. Size of operational site in km2 (or another unit, if appropriate); See above.
vi. Biodiversity value characterized by the attribute of the protected area or area of
high biodiversity value outside the protected area (terrestrial, freshwater, or
maritime ecosystem);
See above.
vii. Biodiversity value characterized by listing of protected status (such as IUCN Protected Area Management Categories, Ramsar Convention, national legislation). See above.
# 304-2
Significant impacts of activities, products and services on biodiversity
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Nature of significant direct and indirect impacts on biodiversity with reference to one or more of the following: Not Reported Omitted: not currently material.  We will be updating our materiality assessment in 2022.
i. Construction or use of manufacturing plants, mines, and transport infrastructure; See above.
ii. Pollution (introduction of substances that do not naturally occur in the habitat from point and non-point sources); See above.
iii. Introduction of invasive species, pests, and pathogens; See above.
iv. Reduction of species; See above.
v. Habitat conversion; See above.
vi. Changes in ecological processes outside the natural range of variation (such as salinity or changes in groundwater level). See above.
b. Significant direct and indirect positive and negative impacts with reference to the following: See above.
i. Species affected; See above.
ii. Extent of areas impacted; See above.
iii. Duration of impacts; See above.
iv. Reversibility or irreversibility of the impacts. See above.
# 304-3
Habitats protected or restored
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Size and location of all habitat areas protected or restored, and whether the success of the restoration measure was or is approved by independent external professionals. Not Reported Omitted: not currently material.  We will be updating our materiality assessment in 2022.
b. Whether partnerships exist with third parties to protect or restore habitat areas distinct from where the organization has overseen and implemented restoration or protection measures. See above.
c. Status of each area based on its condition at the close of the reporting period. See above.
d. Standards, methodologies, and assumptions used. See above.
# 304-4
IUCN Red List species and national conservation list species with habitats in areas affected by operations
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY21) Sources
a. Total number of IUCN Red List species and national conservation list species with habitats in areas affected by the operations of the organization, by level of extinction risk: Not Reported Omitted: not currently material.  We will be updating our materiality assessment in 2022.
i. Critically endangered See above.
ii. Endangered See above.
iii. Vulnerable See above.
iv. Near threatened See above.
v. Least concern See above.

GRI 305: Emissions 2016+

# 305-1
Direct (Scope 1) GHG emissions
Stakeholder Capitalism Theme: Climate change
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Gross direct (Scope 1) GHG emissions in metric tons of CO2 equivalent. in metric tons of CO2e
Coverage: GIL operations (~75% of revenue and ~80% of headcount)
2018: Scope 1 – 58,943; Scope 2 – 105,080; Scope 3 – 46,388
2019: Scope 1 – 66,471; Scope 2 – 98,015; Scope 3 – 43,688
2020: Scope 1 – 61,794; Scope 2 – 111,711; Scope 3 – 46,757
429,721.98

We own 65.12% of Tristar. However, emissions reported in 2021 cover 100% of Tristar operations.

Does not include GIL data. See Agility’s Sustainability Report FY21, page 25 for GIL emissions data for the period 1 January 2021 to 16 August 2021.

Agility Sustainability Report FY21, page 25
b. Gases included in the calculation; whether CO2 , CH4 , N2O, HFCs, PFCs, SF6 , NF3 , or all. CO2
c. Biogenic CO2 emissions in metric tons of CO2 equivalent. Omitted: information unavailable / incomplete.
d. Base year for the calculation, if applicable, including: Not reported due to the GIL sale in 2021, which is now a scoping year.  In 2022, Agility will set a baseline.
i. the rationale for choosing it; See above.
ii. emissions in the base year; See above.
iii. the context for any significant changes in emissions that triggered recalculations of base year emissions. See above.
e. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source. 2021 IEA factors International Energy Agency website: IEA – International Energy Agency
f. Consolidation approach for emissions; whether equity share, financial control, or operational control. Operational control
g. Standards, methodologies, assumptions, and/or calculation tools used. Where CO2 data are reported, Agility relies on the conversion factors from the IEA 2021 Greenhouse Gas Emissions from Energy database, with the exception of Tristar, which uses IMO factors for estimating vessel emissions and other sources for estimating vehicle and electricity emissions.  The calculated values relying upon the IEA factors are based on fuel unit consumed x IEA factor.

In 2022 and 2023, data standardization and harmonization will be a priority.

# 305-2
Energy indirect (Scope 2) GHG emissions
Stakeholder Capitalism Theme: Climate change
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Gross location-based energy indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent. in metric tons of CO2e
Coverage: GIL operations (~75% of revenue and ~80% of headcount)
2018: Scope 1 – 58,943; Scope 2 – 105,080; Scope 3 – 46,388
2019: Scope 1 – 66,471; Scope 2 – 98,015; Scope 3 – 43,688
2020: Scope 1 – 61,794; Scope 2 – 111,711; Scope 3 – 46,757
5,278.77

We own 65.12% of Tristar. However, emissions reported in 2021 cover 100% of Tristar operations.

Does not include GIL data. See Agility’s Sustainability Report FY21, page 25 for GIL emissions data for the period 1 January 2021 to 16 August 2021.

Agility Sustainability Report FY21, page 25
b. If applicable, gross market-based energy indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent. Omitted: not applicable.
c. If available, the gases included in the calculation; whether CO , CH , N O, HFCs, PFCs, SF , NF , or all. CO2
d. Base year for the calculation, if applicable, including: Not reported due to the GIL sale in 2021, which is now a scoping year.  In 2022, Agility will set a baseline. Agility Sustainability Report FY21, pages 11-13
i. the rationale for choosing it; See above.
ii. emissions in the base year; See above.
iii. the context for any significant changes in emissions that triggered recalculations of base year emissions. See above.
e. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source. Where CO2 data are reported, Agility relies on the conversion factors from the IEA 2021 Greenhouse Gas Emissions from Energy database, with the exception of Tristar, which uses  other sources for estimating electricity emissions.  The calculated values relying upon the IEA factors are based on kWh consumed x IEA factor.

In 2022 and 2023, data standardization and harmonization will be a priority.

International Energy Agency website: IEA – International Energy Agency
f. Consolidation approach for emissions; whether equity share, financial control, or operational control. Operational control.
g. Standards, methodologies, assumptions, and/or calculation tools used. IEA methodology (fuel unit consumed x IEA factor).
# 305-3
Other indirect (Scope 3) GHG emissions
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Gross other indirect (Scope 3) GHG emissions in metric tons of CO2 equivalent. All of Agility’s Scope 3 emissions are classified as
“Upstream transportation and distribution”in metric tons of CO2e
2018 – 7,231,827
2019 – 8,180,518
2020 – 5,496,023
Omitted: information unavailable / incomplete.  Following the sale of GIL, 2021 is a scoping year and scope 3 data quality was insufficient for reporting.  Agility will begin to capture scope 3 information in 2022 and 2023, with a goal to report in 2024.

Does not include GIL data. See Agility’s Sustainability Report FY21, page 25 for GIL emissions data for the period 1 January 2021 to 16 August 2021.

Agility Sustainability Report FY21, pages 11-13

Agility Sustainability Report FY21, page 25

b. If available, the gases included in the calculation; whether CO , CH , N O, HFCs, PFCs, SF , NF , or all. Omitted: information unavailable / incomplete. See above.
c. Biogenic CO2 emissions in metric tons of CO2equivalent. Omitted: information unavailable / incomplete. See above.
d. Other indirect (Scope 3) GHG emissions categories and activities included in the calculation. Omitted: information unavailable / incomplete. See above.
e. Base year for the calculation, if applicable, including: Omitted: information unavailable / incomplete. See above.
i. the rationale for choosing it; Omitted: information unavailable / incomplete. See above.
ii. emissions in the base year; Omitted: information unavailable / incomplete. See above.
iii. the context for any significant changes in emissions that triggered recalculations of base year emissions. Omitted: information unavailable / incomplete. See above.
f. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source. Omitted: information unavailable / incomplete. See above.
g. Standards, methodologies, assumptions, and/or calculation tools used. Omitted: information unavailable / incomplete. See above.
# 305-4
GHG emissions intensity
Stakeholder Capitalism Theme: Climate change
Stakeholder Capitalism Metrics: Expanded
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. GHG emissions intensity ratio for the organization. Agility’s emissions intensity (CO2/Revenue) is reported annually and has been the following: .11 (2018); .10 (2019); .11 (2020). 0.89

We own 65.12% of Tristar. However, emissions reported in 2021 cover 100% of Tristar operations.

Does not include GIL data. See Agility’s Sustainability Report FY21, page 25 for GIL emissions data for the period 1 January 2021 to 16 August 2021.

Business unit reporting, please see disclosures 201-1, 305-1 and 305-2 for details.

Agility Sustainability Report FY21, page 25

b. Organization-specific metric (the denominator) chosen to calculate the ratio. Scope 1 & 2 Emissions (KG) / Revenue (KWD millions) Business unit reporting, please see disclosures 201-1, 305-1 and 305-2 for details.
c. Types of GHG emissions included in the intensity ratio; whether direct (Scope 1), energy indirect (Scope 2), and/or other indirect (Scope 3). Scopes 1 & 2 only. Business unit reporting, please see disclosures  305-1 and 305-2 for details.
d. Gases included in the calculation; whether CO2 , CH4 , N2O, HFCs, PFCs, SF6 , NF3 , or all. CO2  Business unit reporting, please see disclosures  305-1 and 305-2 for details.
# 305-5
Reduction of GHG emissions
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. GHG emissions reduced as a direct result of reduction initiatives, in metric tons of CO2 equivalent. Projects in 2020 that reduce GHG Emissions:
– Abu Dhabi double trailer solution – fleet operations reported a 5% decrease in emissions from 2019 to 2020, savings of 1,926 metric tons of CO2e.
– Implementation of 8 MWp of solar power is expected to reduce Regional MEA emissions by 5% (forthcoming in 2021)
Agility’s carbon footprint baseline has changed significantly following the sale of GIL. GIL had high scope 2 (electricity) emissions due to its global contract logistics and controlled warehouses footprint, and significant scope 3 emissions from outsourced services to airlines and ocean carriers — GIL’s 5.4 million metric tons of scope 3 emissions accounted for 97% of all Agility’s reported 2020 emissions.

Today, Agility’s scope 1 emissions are significantly higher due to the inclusion of Tristar’s operational emissions footprint, which includes a large fleet of fuel transport vessels and trucks under Tristar’s direct operational control.  Scope 2 emissions are lower as Agility’s direct contract logistics and controlled warehouses operational footprint is now smaller.

We do not yet have reporting systems in place for Scope 3 emissions, but we anticipate these will be significantly lower than in previous years, since we no longer operate a global freight forwarding business.

Agility Sustainability Report FY21, pages 11-13
b. Gases included in the calculation; whether CO2 , CH4 , N2O, HFCs, PFCs, SF6 , NF3 , or all. CO2
c. Base year or baseline, including the rationale for choosing it. Agility will establish a baseline year in 2022.
d. Scopes in which reductions took place; whether direct (Scope 1), energy indirect (Scope 2), and/or other indirect (Scope 3). Today, Agility’s scope 1 emissions are significantly higher due to the inclusion of Tristar’s operational emissions footprint, which includes a large fleet of fuel transport vessels and trucks under Tristar’s direct operational control.  Scope 2 emissions are lower as Agility’s direct contract logistics and controlled warehouses operational footprint is now smaller.

We do not yet have reporting systems in place for Scope 3 emissions, but we anticipate these will be significantly lower than in previous years, since we no longer operate a global freight forwarding business.

Agility Sustainability Report FY21, pages 11-13
e. Standards, methodologies, assumptions, and/or calculation tools used. IEA standards and methodology, where applicable.
# 305-6
Emissions of ozone-depleting substances (ODS)
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Production, imports, and exports of ODS in metric tons of CFC-11 (trichlorofluoromethane) equivalent. Not Reported Omitted: information unavailable / incomplete.
b. Substances included in the calculation. Omitted: information unavailable / incomplete.
c. Source of the emission factors used. Omitted: information unavailable / incomplete.
d. Standards, methodologies, assumptions, and/or calculation tools used. Omitted: information unavailable / incomplete.
# 305-7
Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions
Stakeholder Capitalism Theme: Air pollution
Stakeholder Capitalism Metrics: Expanded
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Significant air emissions, in kilograms or multiples, for each of the following: Not Reported Omitted: information unavailable / incomplete.
i. NOx; Omitted: information unavailable / incomplete.
ii. SOx; Omitted: information unavailable / incomplete.
iii. Persistent organic pollutants (POP); Omitted: information unavailable / incomplete.
iv. Volatile organic compounds (VOC); Omitted: information unavailable / incomplete.
v. Hazardous air pollutants (HAP); Omitted: information unavailable / incomplete.
vi. Particulate matter (PM); Omitted: information unavailable / incomplete.
vii. Other standard categories of air emissions identified in relevant regulations. Omitted: information unavailable / incomplete.
b. Source of the emission factors used. Omitted: information unavailable / incomplete.
c. Standards, methodologies, assumptions, and/or calculation tools used. Omitted: information unavailable / incomplete.

GRI 306: Waste 2020+

# 306-1
Waste generation and significant waste-related impacts
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. For the organization’s significant actual and potential waste-related impacts, a description of: Not Reported Omitted: information unavailable / incomplete. Waste management is a material issue of concern for Agility, but in this transition year the company is focusing on scoping to determine which organizations should be reporting, and what data should be captured.  We aim to have a better idea of scope and initial data in 2023.
i. the inputs, activities, and outputs that lead or could lead to these impacts; Omitted: information unavailable / incomplete.
ii. whether these impacts relate to waste generated in the organization’s own activities or to waste generated upstream or downstream in its value chain. Omitted: information unavailable / incomplete.
# 306-2
Management of significant waste related impacts
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Actions, including circularity measures, taken to prevent waste generation in the organization’s own activities and upstream and downstream in its value chain, and to manage significant impacts from waste generated. Ad hoc reporting – incomplete Omitted: information unavailable / incomplete. Waste management is a material issue of concern for Agility, but in this transition year the company is focusing on scoping to determine which organizations should be reporting, and what data should be captured.  We aim to have a better idea of scope and initial data in 2023.
b. If the waste generated by the organization in its own activities is managed by a third party, a description of the processes used to determine whether the third party manages the waste in line with contractual or legislative obligations. Omitted: information unavailable / incomplete.  See above.
c. The processes used to collect and monitor waste-related data. Omitted: information unavailable / incomplete.  See above.
# 306-3
Waste generated
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total weight of waste generated in metric tons, and a breakdown of this total by composition of the waste. Not reported Omitted: information unavailable / incomplete. Waste management is a material issue of concern for Agility, but in this transition year the company is focusing on scoping to determine which organizations should be reporting, and what data should be captured.  We aim to have a better idea of scope and initial data in 2023.
b. Contextual information necessary to understand the data and how the data has been compiled. Omitted: information unavailable / incomplete.  See above.
# 306-4
Waste diverted from disposal
Stakeholder Capitalism Theme: Solid waste
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total weight of waste diverted from disposal in metric tons, and a breakdown of this total by composition of the waste. Not reported Omitted: information unavailable / incomplete. Waste management is a material issue of concern for Agility, but in this transition year the company is focusing on scoping to determine which organizations should be reporting, and what data should be captured.  We aim to have a better idea of scope and initial data in 2023.
b. Total weight of hazardous waste diverted from disposal in metric tons, and a breakdown of this total by the following recovery operations: Omitted: information unavailable / incomplete.  See above.
i. Preparation for reuse; Omitted: information unavailable / incomplete.  See above.
ii. Recycling; Omitted: information unavailable / incomplete.  See above.
iii. Other recovery operations. Omitted: information unavailable / incomplete.  See above.
c. Total weight of non-hazardous waste diverted from disposal in metric tons, and a breakdown of this total by the following recovery operations: Omitted: information unavailable / incomplete.  See above.
i. Preparation for reuse; Omitted: information unavailable / incomplete.  See above.
ii. Recycling; Omitted: information unavailable / incomplete.  See above.
iii. Other recovery operations. Omitted: information unavailable / incomplete.  See above.
d. For each recovery operation listed in Disclosures 306-4-b and 306-4-c, a breakdown of the total weight in metric tons of hazardous waste and of non-hazardous waste diverted from disposal: Omitted: information unavailable / incomplete.  See above.
i. onsite; Omitted: information unavailable / incomplete.  See above.
ii. offsite. Omitted: information unavailable / incomplete.  See above.
e. Contextual information necessary to understand the data and how the data has been compiled. Omitted: information unavailable / incomplete.  See above.
# 306-5
Waste directed to disposal
Stakeholder Capitalism Theme: Solid waste
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total weight of waste directed to disposal in metric tons, and a breakdown of this total by composition of the waste. Agility reports on waste on p. 151 of the 2020 Annual Sustainability Report, including a breakdown of waste, and the number of countries operations that are reporting. Omitted: information unavailable / incomplete. Waste management is a material issue of concern for Agility, but in this transition year the company is focusing on scoping to determine which organizations should be reporting, and what data should be captured.  We aim to have a better idea of scope and initial data in 2023.

Does not include GIL data. See Agility’s Annual Report 2020, page 152 for GIL waste data as of the end of FY20.

For GIL data: Annual Report 2020, page 152
b. Total weight of hazardous waste directed to disposal in metric tons, and a breakdown of this total by the following disposal operations: Omitted: information unavailable / incomplete.  See above.
i. Incineration (with energy recovery); Omitted: information unavailable / incomplete.  See above.
ii. Incineration (without energy recovery); Omitted: information unavailable / incomplete.  See above.
iii. Landfilling; Omitted: information unavailable / incomplete.  See above.
iv. Other disposal operations. Omitted: information unavailable / incomplete.  See above.
c. Total weight of non-hazardous waste directed to disposal in metric tons, and a breakdown of this total by the following disposal operations: Omitted: information unavailable / incomplete.  See above.
i. Incineration (with energy recovery); Omitted: information unavailable / incomplete.  See above.
ii. Incineration (without energy recovery); Omitted: information unavailable / incomplete.  See above.
iii. Landfilling; Omitted: information unavailable / incomplete.  See above.
iv. Other disposal operations. Omitted: information unavailable / incomplete.  See above.
d. For each disposal operation listed in Disclosures 306-5-b and 306-5-c, a breakdown of the total weight in metric tons of hazardous waste and of non-hazardous waste directed to disposal: Omitted: information unavailable / incomplete.  See above.
i. onsite; Omitted: information unavailable / incomplete.  See above.
ii. offsite. Omitted: information unavailable / incomplete.  See above.
e. Contextual information necessary to understand the data and how the data has been compiled. Omitted: information unavailable / incomplete.  See above.

GRI 308: Supplier Environmental Assessment 2016+

# 308-1
New suppliers that were screened using environmental criteria
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Percentage of new suppliers that were screened using environmental criteria. Agility collects environmental data on 100% of new suppliers. In January 2021, Agility GIL introduced a Supplier Code of Conduct, which includes our expectation that all suppliers comply with applicable local laws and international standards regarding environmental protection in order to identify, measure and mitigate their environmental impact, and specifically the impact of their operations on the health and safety of surrounding communities. Omitted: information unavailable / incomplete.  Supplier environmental performance is a material issue of concern for Agility, but in this transition year the company is focusing on strengthening its supplier management program to ensure that suppliers are qualified using environmental policy awareness and compliance as a key criteria.

In 2022 and 2023, each of our businesses will work to gain a more transparent picture of their supply chains, alongside working with suppliers to progress environmental and social performance.

Agility Sustainability Report FY21, page 20
# 308-2
Negative environmental impacts in the supply chain and actions taken
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Number of suppliers assessed for environmental impacts. Customer Emissions: The most material environmental impact of our operations is GHG emissions from customer shipments, typically considered to be Scope 3 emissions. We work with suppliers to develop and market green products for our customers. We encourage our customers to consider modal switch (ex. air to ocean), which can reduce emissions by over 90%. Supply Chain optimization projects typically reduce emissions by about 8%. Details on our initiatives to address these are included in Section 305: Emissions.
Suppliers: Agility is a member of the Clean Cargo Working Group and the Sustainable Air Freight Alliance (SAFA), among other collaborative logistics industry platforms. These platforms have led to the establishment and adoption of common emissions reporting metrics, and create opportunities to develop shared approaches to reduce emissions and waste from carriers/across supply chains.
Omitted: information unavailable / incomplete. See 308-1.
b. Number of suppliers identified as having significant actual and potential negative environmental impacts. Omitted: information unavailable / incomplete. See 308-1.
c. Significant actual and potential negative environmental impacts identified in the supply chain. Omitted: information unavailable / incomplete. See 308-1.
d. Percentage of suppliers identified as having significant actual and potential negative environmental impacts with which improvements were agreed upon as a result of assessment. Omitted: information unavailable / incomplete. See 308-1.
e. Percentage of suppliers identified as having significant actual and potential negative environmental impacts with which relationships were terminated as a result of assessment, and why. Omitted: information unavailable / incomplete. See 308-1.

GRI 401: Employment 2016+

# 401-1
New employee hires and employee turnover
Stakeholder Capitalism Theme: Employment and wealth generation
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total number and rate of new employee hires during the reporting period, by age group, gender and region. Agility reports total headcount, new hires and turnover by gender, age and region each year. Please see p.151 of the Agility 2020 Annual Report

Procedure for ensuring all workers are treated fairly according to local law (GRI requirement):
Within our Fair Labor program, country HR operations are required to report on an annual basis regarding the headcount of vulnerable populations, including contract workers and foreign migrant workers, in their operations. They also report on their degree of confidence regarding the compliance with local labor laws and regulations, the % of contract workers that have a signed contract and access to social protections according to local law. When countries report confidence of < 100%, the fair labor team has a follow up conversation with the local country management to identify any non-compliances in the supplier case and implement corrective actions.
Agility GIL has an estimated 4,800 contract workers across 15 countries, with over 50% in India and Pakistan – equivalent to approximately 26% of GIL headcount. Agility’s labor suppliers are required to sign the Agility Supplier Fair Labor Code, committing to uphold Agility’s standards for Fair Labor. Over 90% of Agility’s labor suppliers have signed the code representing 90% of Agility’s contract worker headcount. All suppliers in India and Pakistan have signed the code.

In 2021, Agility and its companies hired 2,538 new employees, of which 1,926 were male and 612 were female.  Approximately 99% of these hires are working in the Middle East and Africa regions.  New hires for the Agility Group (excluding GIL) accounted for 16% of the workforce, and of those new hires, 24% were female.

Does not include GIL data. See Agility’s Annual Report 2020, page 151 for new hire and employee turnover data as of the end of FY20.

For GIL data: Annual Report 2020, page 151
b. Total number and rate of employee turnover during the reporting period, by age group, gender and region. The company had an average employee turnover rate of 15%, including 9% female and 15% male turnover.  Approximately 99% of all employee turnover was in the Middle East.  We are currently not reporting 2021 employee turnover rates relative to employee age.

Does not include GIL data. See Agility’s Annual Report 2020, page 151 for new hire and employee turnover data as of the end of FY20.

For GIL data: Annual Report 2020, page 151
# 401-2
Benefits provided to full-time employees that are not provided to temporary or parttime employees
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Benefits which are standard for full-time employees of the organization but are not provided to temporary or part-time employees, by significant locations of operation. These include, as a minimum: All of Agility’s full time employees receive full social and labor protections as per local law and regulation. Part-time and temporary employees receive benefits as required by local law, which may not be equal to those provided to full-time employees. Due to the scale of Agility operations (40+ countries), it is not possible to detail the differences by country at this stage. All of Agility’s full time employees receive full social and labor protections as per local law and regulation.  Part-time and temporary employees receive benefits as required by local law, which may not be equal to those provided to full-time employees.  Due to the scale of Agility operations (40+ countries), it is not possible to detail the differences by country at this stage.  Relevant data will be reported in the 2022 sustainability reporting cycle.
i. life insurance; Agility’s full time employees receive health insurance or health care benefits per individual company policy, and as per local law and regulation.  See note above regarding part time employees and reporting by country.
ii. health care; Agility’s full time employees receive disability and invalidity coverage per individual company policy, and as per local law and regulation. See note above regarding part time employees and reporting by country.
iii. disability and invalidity coverage; Agility’s full time employees receive life insurance benefits per individual company policy, and as per local law and regulation. See note above regarding part time employees and reporting by country.
iv. parental leave; Of Agility’s total employee population, 96% are entitled to some form of parental leave (maternity or paternity leave).
v. retirement provision; Agility’s full time employees receive retirement provision benefits per individual company policy, and as per local law and regulation. See note above regarding part time employees and reporting by country.
vi. stock ownership; Agility does not provide stock ownership as part of its benefits to employees. See note above regarding part time employees and reporting by country.
vii. others. Agility’s full time employees receive paid vacation and sick leave benefits per individual company policy, and as per local law and regulation.  See note above regarding part time employees and reporting by country.
b. The definition used for ‘significant locations of operation’. Sites with >50 workers, including employees and contract or temporary workers.
# 401-3
Parental leave
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total number of employees that were entitled to parental leave, by gender. Agility follows local laws on parental leave. 15,024 of Agility employees were entitled to paternity or maternity leave.  Of Agility’s total employee population, 96% are entitled to some form of parental leave (maternity or paternity leave).

Does not include GIL data.

b. Total number of employees that took parental leave, by gender. 57 women and 58 men took parental leave.

Does not include GIL data.

c. Total number of employees that returned to work in the reporting period after parental leave ended, by gender. 53 women and 58 men returned to work after taking parental leave.

Does not include GIL data.

d. Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work, by gender. 53 women and 54 men were still employeed at year end after returning to work after taking parental leave.

Does not include GIL data.

e. Return to work and retention rates of employees that took parental leave, by gender. 93% of women and 93% of men were retained after taking parental leave.

Does not include GIL data.

GRI 402: Labor / Management Relations 2016+

# 402-1
Minimum notice periods regarding operational changes
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Minimum number of weeks’ notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could substantially affect them. Agility always follows local laws regarding notice periods for operational changes. Agility follows local laws regarding notice periods for operational changes. Agility Human Rights Policy:  Agility-Human-Rights-Policy-with-Slavery-Statement-03July2020
b. For organizations with collective bargaining agreements, report whether the notice period and provisions for consultation and negotiation are specified in collective agreements. Notice period and provisions for consultation and negotiation are specified in collective agreements as may be determined by collective bargaining resolutions. Agility Human Rights Policy: Agility-Human-Rights-Policy-with-Slavery-Statement-03July2020

GRI 403: Occupational Health and Safety 2018+

# 403-1
Occupational health and safety management system
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. A statement of whether an occupational health and safety management system has been implemented, including whether: a) Health and Safety Management System
Agility’s own Health and Safety management system covers 100% of Agility operations. In addition, some 84% of operations have chosen to pursue and acquire ISO 45001 standard for Occupational Health & Safety (up from 43% in 2019).i) Agility’s health and safety system has not been implemented to respond to any specific legal requirement. The legal requirements for our operations vary widely depending on the market of operations.ii) ISO 45001 standard in 84% of operations by headcount.b) Coverage – Worker Types
This system covers all employees that work on Agility premises, regardless of whether they are direct hires, contract workers, or employees of any other 3rd party. For example, we may have a customer employee working in an Agility facility, and our standards and systems still apply for these individuals. Evacuation procedures, injuries at work, – the same procedures are executed. Outside of Agility premises, our health and safety system does cover Agility drivers. That said, for contract workers, we are not able to monitor and report on the health and safety behaviors and conditions, because this is outside of our control.
The wellbeing of our people is always a priority.  Following the GIL sale, Agility’s recognizes that it does not have a single, integrated health & safety management system across all companies. Each company operates its own health & safety system, and these systems cover 100% of all company operations.

Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities.

We are working to strengthen and optimize health and safety data systems and assess the health and safety landscape across our remaining controlled business units.

We are using our strong track record with health and safety at GIL to build an integrated health and safety program with common global metrics across all our businesses in the coming three years.

Agility Sustainability Report FY21, page 19
i. the system has been implemented because of legal requirements and, if so, a list of the requirements; Agility companies’ health and safety systems have been implemented to respond to operational and legal requirements.  The legal requirements for our operations vary widely depending on the geography of operations.
ii.  the system has been implemented based on recognized risk management and/or management system standards/guidelines and, if so, a list of the standards/guidelines. Currently, various Agility companies like NAS, GCC Services, Tristar, UPAC, MRC and ALP are ISO 45001/18001 certified. Together, ISO certified health and safety management systems cover 68% of Agility’s overall total headcount.

Does not include GIL data. At the end of 2020, 84% of global GIL headcount operated under an ISO certified health & safety management system.

Agility Sustainability Report FY21, page 19
b. A description of the scope of workers, activities, and workplaces covered by the occupational health and safety management system, and an explanation of whether and, if so, why any workers, activities, or workplaces are not covered. Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities. Agility Sustainability Report FY21, page 19
# 403-2
Hazard identification, risk assessment, and incident investigation
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
The reporting organization shall report the following information for employees and for workers who are not employees but whose work and/or workplace is controlled by  the organization: a), b) and d):
Executive Oversight of Health and Safety
The GIL Management Board starts each monthly meeting with a review of 13-Month rolling health and safety performance across the organization, including statistics from all countries and regions on near miss incidents, work-related injuries, work-related illness, first aid cases, medical treatment cases, restricted work cases, fatalities, lost time cases, etc.
Within Operations
On the ground in our operations, health and safety management is built into our operations. Agility has multiple ways to identify hazards including: safety committees, monthly Inspections, weekly inspections, observation by members of the management team, reporting by Employees (can be done anonymously), formalized Risk Assessments (in several countries). Safety Moments and Toolbox Talks – regular safety ‘catch-ups’ – informal reviews in the warehouse – open and honest discussion about any issues – cultural reinforcement.Health and Safety Applications
Agility offers a suite of health and safety apps that allow for monitoring and reporting on health and safety matters in real time, and can help guide employees through facility inspections, etc. Data is captured and entered into SIMS – our health and safety data management system. SIMS – any employee can report an unsafe condition, near miss or incident through the SIMS system, providing a description. After that, a local manager will conduct an investigation and then enter what has been done to correct the incident. Agility require two levels of approval in order to close any report of an unsafe act or unsafe condition. Data on unsafe conditions, near-miss incidents reported incidents, and other health and safety indicators is analyzed and evaluated to identify trends. Based on the trends, Agility operations may implement process modifications, training assignments (both formal and informal “toolbox talks”), and other corrective actions.c) Protection against Reprisals
Agility has a policy of Protection for Complainants which also covers any reports of unsafe conditions and acts. Employees are protected from any retribution for making a report in good faith.
All employees have the ability to stop an operations if they feel it presents an undue risk, and then a risk evaluation is conducted.Descriptions of Health and Safety Applications used at Agility:
WeSafe: The WeSafe mobile app allows for our global Health & Safety team to proactively identify unsafe conditions in real time, and apply corrective action before an incident occurs. By quickly uploading a photograph of an unsafe condition in any of our facilities, any employee can essentially communicate a risk directly to the highest levels of the organization in real time. Once raised, no unsafe condition is closed until it has been addressed by a responsible individual on-site. It enables location-based reporting using the phone’s GPS functionality and automatically sends reports to the HSSE representative of the country/facility. The app also alerts the initiator via email once a case is closed and action has been taken
FIC: A mobile application within Agility that enables the documentation of facility inspections to be automated and the results of such inspections to be captured for further action. The action and status of any non-compliance cases can be monitored and tracked to completion. The application is able to capture the records of a facility inspection in a non WiFi/ 3G/ 4G environment and transmit the report once the device in back in network range.
Take5 (APAC only): The Take5 mobile app ensures that all possible hazards are identified and the associated risks analyzed, clearly specifying existing controls and additional controls before work begins. It allows users to carry out mini risk assessments of any task, eliminating any hazards or the associated risk that may change the circumstances of the work activity. The app will enforce the ‘Take 5 by 5’ processes before the user/ supervisor starts any activity or work. It provides the users a platform which walks them through the ‘Take 5 by 5’ processes.
BBS Behavior Based Safety (APAC only): A mobile application within Agility APAC to enable the documentation of Behavior-based observations are automated and the results of such inspections are captured for further action. The “safe” and “unsafe” observations can be used for analysis to enable the site/ facility to identify training needs, implementation of operational controls to reduce the hazards and the associated risk in the facility. The application is able to capture the records of BBS observations in a non WiFi/ 3G/ 4G environment and transmit the report once the device in back in network range.
a. A description of the processes used to identify work-related hazards and assess risks on a routine and non-routine basis, and to apply the hierarchy of controls in order to eliminate hazards and minimize risks, including: Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting.  For example, NAS has active and reactive hazard identification and risk management processes integrated throughout the organization supported by digital reporting systems and employee engagement. Agility Sustainability Report FY21, page 19
i. how the organization ensures the quality of these processes, including the competency of persons who carry them out; See above. Agility Sustainability Report FY21, page 19
ii. how the results of these processes are used to evaluate and continually improve the occupational health and safety management system. See above. Agility Sustainability Report FY21, page 19
b. A description of the processes for workers to report work-related hazards and hazardous situations, and an explanation of how workers are protected against reprisals. Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities. Agility Sustainability Report FY21, page 19
c. A description of the policies and processes for workers to remove themselves from work situations that they believe could cause injury or ill health, and an explanation of  how workers are protected against reprisals. Our largest businesses all have a managed health and safety program, including processes to protect complainants. Agility Sustainability Report FY21, page 19
d. A description of the processes used to investigate work-related incidents, including the processes to identify hazards and assess risks relating to the incidents, to  determine corrective actions using the hierarchy of controls, and to determine improvements needed in the occupational health and safety management system. Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities. Agility Sustainability Report FY21, page 19
# 403-3
Occupational health services
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. A description of the occupational health services’ functions that contribute to the identification and elimination of hazards and minimization of risks, and an explanation of how the organization ensures the quality of these services and facilitates workers’ access to them. Omitted: information unavailable / incomplete.  We are using our strong track record with health and safety at GIL to build an integrated health and safety program with common global metrics across all our businesses in the coming three years.
1.3.1 How the organization maintains the confidentiality of workers’ personal health related information; Agility’s data protection policies clarify that the collection and use of personal data is kept confidential, and must have a clear purpose associated with it.  Systems that Agility uses to collect data have completed the required impact assessments to ensure all employee data is kept safe and secure.  All data collection adheres to local regulations regarding data privacy. Agility human rights policy Agility-Human-Rights-Policy-with-Slavery-Statement-03July2020 and human rights webpage Human Rights | Agility Sustainability
1.3.2 How the organization ensures that workers’ personal health-related information and their participation in any occupational health services is not used for any favorable or unfavorable treatment of workers. Agility is committed to providing a work environment that is free from all types of harassment and discrimination. Agility’s policy is to not discriminate on the basis of race, color, religion, gender, age, nationality, sexual preference, disability, or any other factors prohibited by applicable laws, including health-related reasons.

Additionally, Agility’s data protection policies clarify that the collection and use of personal data is kept confidential, and must have a clear purpose associated with it.  Systems that Agility uses to collect data have completed the required impact assessments to ensure all employee data is kept safe and secure.  All data collection adheres to local regulations regarding data privacy.

Agility human rights policy Agility-Human-Rights-Policy-with-Slavery-Statement-03July2020 and human rights webpage Human Rights | Agility Sustainability
# 403-4
Worker participation, consultation, and communication on occupational health and safety
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
The reporting organization shall report the following information for employees and for workers who are not employees but whose work and/or workplace is controlled by  the organization: Each Agility operation has a Safety Committee including workers and management.

Safety Committee Structure
Safety Committees are primarily worker-led and always a management representative. Safety committee members are appointed for a period of 2-years by members of the management team. Documentation of all meetings, including any issues raised, are recorded in our Safety Incident Management System (SIMS), so we have a single-source of information on any safety issues. The Safety Committee does have the authority to implement new processes and procedures.  Frequency of meetings depends on the type of operations: where warehouses are present, committees meet monthly; for office-only locations, committees meet quarterly.  For warehouse locations, the facility inspection is conducted a few days prior to the meetings, and the results of the inspection are reviewed in the meeting, as well as any new processes/procedures or trainings that are coming up. Safety Committees include members from and address all groups working at Agility, including direct hires, contract workers, and other non-direct hire groups.

Agility Sustainability Report FY21, page 19
a. A description of the processes for worker participation and consultation in the development, implementation, and evaluation of the occupational health and safety management system, and for providing access to and communicating relevant information on occupational health and safety to workers. Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities.

We are using our strong track record with health and safety at GIL to build an integrated health and safety program with common global metrics across all our businesses in the coming three years.

b. Where formal joint management-worker health and safety committees exist, a description of their responsibilities, meeting frequency, decision-making authority, and whether and, if so, why any workers are not represented by these committees. See 403-4 a.
1.4 The reporting organization should report whether and, if so, which occupational health and safety topics are covered in local or global formal agreements with trade unions. See 403-4 a.
# 403-5
Worker training on occupational health and safety
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
The reporting organization shall report the following information for employees and for workers who are not employees but whose work and/or workplace is controlled by  the organization: 100% of Agility employees receive some type of training on health and safety.

Assessment of training needs
All new Agility employees receive training during onboarding. Training needs are assessed based on the data collected in our health and safety management system on the frequency of unsafe conditions, incidents, etc. by site.

Training Design and Delivery
Training is designed based on the risks associated with the operations that we have. The majority of training is completed online. In areas like material handling equipment operations, and driving, Agility offers supplemental hands on training and evaluation. We use a combination of external resources and internally developed resources to deliver trainings. In some places, regulations require that we hire outside trainers. For example, in Europe, Dangerous Goods (DG) and Material Handling Equipment (MHE) trainings are all completed by outside licensed consultants.

General workplace training
Beyond standard health and safety training, Agility also provides localized trainings depending on the needs and environment. Depending on the environment, topics may include ergonomics, COVID-19 identification and prevention, general safety, how to report an unsafe condition, work-related injury and illness, first aid, your rights and responsibilities if you are injured Content is on the Learning Management System and assigned to employees based on geography and role.

Evaluating Effectiveness
All trainings have a test at the end with a minimum required score. In some cases, there is also a hands-on evaluation (MHE).
There is never a cost for health and safety training, and it is always conducted during working hours.

Agility Sustainability Report FY21, page 19
a. A description of any occupational health and safety training provided to workers, including generic training as well as training on specific work-related hazards, hazardous activities, or hazardous situations. Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities.

We are using our strong track record with health and safety at GIL to build an integrated health and safety program with common global metrics across all our businesses in the coming three years.

# 403-6
Promotion of worker health
Stakeholder Capitalism Theme: Health and well-being
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
The reporting organization shall report the following information for employees and for workers who are not employees but whose work and/or workplace is controlled by the organization: Non-occupational health services
Promotion of worker health related to non-occupational matters is locally managed, based on local regulations, needs and conditions. US and Canada both have wellness promotion programs at the country level, for example.
In Kuwait and UAE, two of our largest countries by operational headcount, Agility organized COVID-19 vaccine drives for employees at the office. Kuwait organized a health and mental wellness campaign, etc.
Agility Sustainability Report FY21, page 19
a. An explanation of how the organization facilitates workers’ access to non-occupational medical and healthcare services, and the scope of access provided. Our largest businesses all have a managed health and safety program, including hazard and risk identification and reporting, incident investigation and corrective actions management, protection for complainants, worker engagement and training, and delegated health and safety roles and responsibilities.

We are using our strong track record with health and safety at GIL to build an integrated health and safety program with common global metrics across all our businesses in the coming three years.

b. A description of any voluntary health promotion services and programs offered to workers to address major non-work-related health risks, including the specific health  risks addressed, and how the organization facilitates workers’ access to these services and programs. See 403-6 a.
1.5.1 How the organization maintains the confidentiality of workers’ personal healthrelated information; Agility’s data protection policies clarify that the collection and use of personal data is kept confidential, and must have a clear purpose associated with it.  Systems that Agility uses to collect data have completed the required impact assessments to ensure all employee data is kept safe and secure.  All data collection adheres to local regulations regarding data privacy. Agility Code of Ethics and Conduct, page 18, https://sustainability.agility.com/wp-content/uploads/2020/10/Agility-Code-of-Ethics-1.pdf.
1.5.2 How the organization ensures that workers’ personal health-related information and their participation in any services or programs is not used for any favorable or unfavorable treatment of workers. Agility’s data protection policies clarify that the collection and use of personal data is kept confidential, and must have a clear purpose associated with it.  Systems that Agility uses to collect data have completed the required impact assessments to ensure all employee data is kept safe and secure.  All data collection adheres to local regulations regarding data privacy. Additionally, Agility has a strict anti-discrimination policy that prevents the company from discriminating against persons on the basis of health or related issues. Agility Code of Ethics and Conduct, page 18, https://sustainability.agility.com/wp-content/uploads/2020/10/Agility-Code-of-Ethics-1.pdf; and Agility’s Human Rights Policy (Agility-Human-Rights-Policy-with-Slavery-Statement-03July2020)
# 403-7
Prevention and mitigation of occupational health and safety impacts directly linked by business relationships
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. A description of the organization’s approach to preventing or mitigating significant negative occupational health and safety impacts that are directly linked to its operations, products, or services by its business relationships, and the related hazards and risks. Prevention and mitigation of linked-health and safety impacts
We incorporate health and safety into our supplier management program through our qualification program, as well as, in some cases, through supplier audits. The Global Audit Team includes suppliers in all audits, including trucking companies, handling agents, warehouse companies. For some specific verticals (Chemicals, Life Sciences, qualification audits and assessments are conducted in some geographies that also include suppliers). Our team aims to complete 2 audits in each region every year, covering all aspects of quality, health, safety, environment, compliance and security. Due to COVID-19, some audits were postponed or conducted virtually in 2020. In countries with fleets, Agility offers driver training in countries where we operate fleets to ensure wider health and safety outcomes for all.
Agility companies independently manage supplier relationships.  Following the sale of GIL, we are reviewing our approach to supply chain management and engagement across our remaining controlled businesses. This work is currently at an early stage.

In 2022 and 2023, each of our businesses will work to gain a more transparent picture of their supply chains, alongside working with suppliers to progress environmental and social performance.

Agility Sustainability Report FY21, page 20
# 403-8
Workers covered by an occupational health and safety management system
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. If the organization has implemented an occupational health and safety management system based on legal requirements and/or recognized standards/guidelines: Workers covered by Occupational Health and Management Systems
Agility’s Occupational Health and Safety program covers 100% of individuals working on Agility premises.
(i) The largest population of workers covered by our OHS system that are not direct hires are contract workers. Agility’s global contract worker population is estimated at approximately 4,800 people, with over 50% in India and Pakistan. As mentioned before, all workers, whether 3rd party or direct hires, are covered by Agility’s OHS management system.
(iii) ISO 18001/45001 – Health & Safety covers 84% of Agility GIL’s global headcount (not including contract workers – headcount is the metric we use to estimate coverage). Agility’s sustainability website contains details of all countries that have completed this certification.
b. Some 3rd party drivers may be excluded from access to some reporting systems when they are not working on Agility premises.
Agility companies’ health and safety systems have been implemented to respond to operational and legal requirements.  The legal requirements for our operations vary widely depending on the geography of operations.
i. the number and percentage of all employees and workers who are not employees but whose work and/or workplace is controlled by the organization, who are covered by such a system; At least 68% of Agility operations by headcount operate under OHSAS 18001/ISO 45001 certifications.

Does not include GIL data. At the end of 2020, 84% of global GIL headcount operated under an ISO certified health & safety management system.

Agility Sustainability Report FY21, page 19
ii. the number and percentage of all employees and workers who are not employees but whose work and/or workplace is controlled by the organization, who are covered by such a system that has been internally audited; At least 68% of Agility operations by headcount operate under OHSAS 18001/ISO 45001 programs that have been internally audited.

Does not include GIL data. At the end of 2020, 84% of global GIL headcount operated under an ISO certified health & safety management system.

Agility Sustainability Report FY21, page 19
iii. the number and percentage of all employees and workers who are not employees but whose work and/or workplace is controlled by the organization, who are covered by such a system that has been audited or certified by an external party. 10,667 employees, or about 68%.

Does not include GIL data. At the end of 2020, 84% of global GIL headcount operated under an ISO certified health & safety management system.

Agility Sustainability Report FY21, page 19
b. Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded. No workers have been excluded from this disclosure.
c. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used. The figures are based on a sum of employee headcount working in OHSAS 18001 and/or ISO 45001 certified sites / total employee headcount.
# 403-9
Work-related injuries
Stakeholder Capitalism Theme: Health and well‑being
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. For all employees: a) and b)
Agility Reports TRIR, LWCR and Fatalities reported each year for past 3 years. These rates cover all workers that work on Agility’s premises, whether hired directly by Agility or working for a 3rd party.(i) Fatalities
2018: 1; 2019: 1; 2020: 0(ii and iii) High consequence work-related injuries
In 2020, there were a total of 37 injuries of varying degrees of severity (that number includes, but is not limited to ‘high-consequence work-related injuries), including 5 cases of bone dislocation, fracture or break, 6 cases of muscle ache/pain or strain, 3 lacerations, and 11 unknown cases reported.Total Reportable Incident Rate (TRIR)
Rate at which injuries involved lost workdays, restricted workdays or medical treatment occur per 200,000 hours worked
2018: .11; 2019: .12; 2020: .09Lost Workday Case Rate (LWCR)
Rate at which injuries involving lost workdays occur per year per 200,000 hours worked
2018: .09; 2019: .05; 2020: .05(iv)  The most common types of injuries in Agility operations are as follows: abrasions, bone dislocation or fracture, bruising, muscle strain. The most common incidents that cause injuries are getting struck by equipment; slips, trips and falls; manual injuries from heavy lifting/pushing/pulling. Injuries primarily take place in warehouses or open yards.(v) In 2020, Agility reports 38,196,664 hours worked.c) hazards and risks are determined using Agility’s OHSMS, and are monitored using the SIMS system. The main types of hazards that pose a risk of high-consequence injury are the use of heavy machinery and material handling equipment within Agility warehouses. Our most severe injuries involve cases of workers that are struck by equipment or caught between or under equipment. Other hazards come from improper lifting of cargo, and slip, tripping or falling in the warehouse. Agility offers specialized training, both online and hands on for all different types of heavy equipment used in the warehouses to avoid injury.
Agility Sustainability Report FY21, page 19
i. The number and rate of fatalities as a result of work-related injury; Zero.

Includes GIL data for the period 1 January 2021 to 16 August 2021.

ii. The number and rate of high-consequence work-related injuries (excluding fatalities); At least four (four reported) high-consequence workplace injuries.

Agility is not reporting rates of high-consequence injury because in-scope businesses apply different rate variables in their calculation.  We are using our strong track record with health and safety at GIL to build an integrated health and safety program with common global metrics across all our businesses in the coming three years.

Does not include GIL data. See Agility’s Annual Report 2020, page 150, for GIL health and safety data as of the end of 2020. See Agility’s Sustainability Report FY21, page 25, for GIL health and safety data for the period 1 January 2021 to 16 August 2021.

For GIL data: Annual Report 2020, page 150 and Sustainability Report FY21, page 25
iii. The number and rate of recordable work-related injuries; At least 20 (20 reported) workplace injuries.

Agility is not reporting rates of workplace injury because in-scope businesses apply different rate variables in their calculation.  We are using our strong track record with health and safety at GIL to build an integrated health and safety program with common global metrics across all our businesses in the coming three years.

Does not include GIL data. See Agility’s Annual Report 2020, page 150, for GIL health and safety data as of the end of 2020. See Agility’s Sustainability Report FY21, page 25, for GIL health and safety data for the period 1 January 2021 to 16 August 2021.

For GIL data: Annual Report 2020, page 150 and Sustainability Report FY21, page 25
iv. The main types of work-related injury; Hand cuts/injuries.
v. The number of hours worked. Omitted: information unavailable / incomplete. We are using our strong track record with health and safety at GIL to build an integrated health and safety program with common global metrics across all our businesses in the coming three years.
b. For all workers who are not employees but whose work and/or workplace is controlled by the organization:
i. The number and rate of fatalities as a result of work-related injury; Omitted: information unavailable / incomplete. See above.
ii. The number and rate of high-consequence work-related injuries (excluding fatalities); Omitted: information unavailable / incomplete. See above.
iii. The number and rate of recordable work-related injuries; Omitted: information unavailable / incomplete. See above.
iv. The main types of work-related injury; Omitted: information unavailable / incomplete. See above.
v. The number of hours worked. Omitted: information unavailable / incomplete. See above.
c. The work-related hazards that pose a risk of high-consequence injury, including: Omitted: information unavailable / incomplete. See above.
i. how these hazards have been determined; Omitted: information unavailable / incomplete. See above.
ii. which of these hazards have caused or contributed to high-consequence injuries during the reporting period; Omitted: information unavailable / incomplete. See above.
iii. actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls. Omitted: information unavailable / incomplete. See above.
d. Any actions taken or underway to eliminate other work-related hazards and minimize risks using the hierarchy of controls. Omitted: information unavailable / incomplete. See above.
e. Whether the rates have been calculated based on 200,000 or 1,000,000 hours worked. Omitted: information unavailable / incomplete. See above.
f. Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded. No workers were excluded.
g. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used. We are using our strong track record with health and safety at GIL to build an integrated health and safety program with common global metrics across all our businesses in the coming three years.
# 403-10
Work-related ill health
Stakeholder Capitalism Theme: Health and well-being
Stakeholder Capitalism Metrics: Expanded
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. For all employees: In 2020, we did monitor our employee population for ill-health to ensure appropriate monitoring and control of COVID-19. We do not consider COVID-19 to be work-related, however. Other issues like muscoloskeletal disorders, respiratory disase, etc are not reported today. Agility Sustainability Report FY21, page 19
i. The number of fatalities as a result of work-related ill health; Zero.

Includes GIL data for the period 1 January 2021 to 16 August 2021.

ii. The number of cases of recordable work-related ill health; Omitted: information unavailable / incomplete. We are using our strong track record with health and safety at GIL to build an integrated health and safety program with common global metrics across all our businesses in the coming three years.
iii. The main types of work-related ill health. Omitted: information unavailable / incomplete.  See above.
b. For all workers who are not employees but whose work and/or workplace is controlled by the organization: Omitted: information unavailable / incomplete.  See above.
i. The number of fatalities as a result of work-related ill health; Omitted: information unavailable / incomplete.  See above.
ii. The number of cases of recordable work-related ill health; Omitted: information unavailable / incomplete.  See above.
iii. The main types of work-related ill health. Omitted: information unavailable / incomplete.  See above.
c. The work-related hazards that pose a risk of ill health, including: Omitted: information unavailable / incomplete.  Each Agility business identifies work-related hazards that pose a risk of ill-health.  However, Agility currently lacks capability to summarily report on the ill-health risks identified by its controlled businesses operating in many sectors.  We are using our strong track record with health and safety at GIL to build an integrated health and safety program with common global metrics across all our businesses in the coming three years..
i. how these hazards have been determined; Omitted: information unavailable / incomplete.  See above.
ii. which of these hazards have caused or contributed to cases of ill health during the reporting period; Omitted: information unavailable / incomplete.  See above.
iii. actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls. Omitted: information unavailable / incomplete.  See above.
d. Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded. Omitted: information unavailable / incomplete.  See above.
e. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used. Omitted: information unavailable / incomplete.  See above.

GRI 404: Training and Education 2016+

# 404-1
Average hours of training per year per employee
Stakeholder Capitalism Theme: Skills for the future
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Average hours of training that the organization’s employees have undertaken during the reporting period, by: 7,023 Employees Accessed Online Training in 2020
3,450 online courses completed
1,698 Courses offered: Leadership development courses that use team-based, project work that drive the company’s change management and strategy agenda.
37,909 hours of training.

Does not include GIL data.

Agility Sustainability Report FY21, page 20
i. gender; 4,494 hours completed by women and 33,415 by men.

Does not include GIL data.

ii. employee category. Top management: 382 hours.

Upper management:1,068 hours.

Middle management: 3,963 hours.

Entry/junior level: 32,495 hours.

Does not include GIL data.

# 404-2
Programs for upgrading employee skills and transition assistance programs
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Type and scope of programs implemented and assistance provided to upgrade employee skills. It is the policy of the Company to provide development opportunities to all employees to enhance their skills and competencies and/ or to develop new skills in order to meet business needs.

Leadership Development
We have a dedicated Leadership Development team that administers training courses at local, regional and global levels to all levels of employees (support, professional, manager).

Agility Learning and Development
We have a robust online training and development platform that uses Skillport software and other solutions, including internally developed training materials for jobs that are unique to Agility. This training is delivered in an online environment. For other training that cannot be rendered online, we have on-the-job training and instruction in our operations. This training may be offered in the local language depending on the content of the training materials.

Ethics and Cyber Security
Agility also administers mandatory online ethics courses through Sai Global Risk Management Company, as well as, cyber-security training courses.

Online Training Courses
Online training includes training material for our sales, operations, quality, safety, HR and other functions. Some of this training is generic and provided by Skillport, and other training is developed internally and intended for use by Agility employees for their unique functions and jobs.

Agility’s Way of Management (AWM)
Aims and Objectives
• To introduce Managers to the Agility Way of Leadership and thereby improving skills, attitudes and abilities resulting in enhanced performance of both leaders and their teams
• To introduce leaders to the skills and techniques of motivating others; and to become Multipliers rather than Diminishes.
• In teams produce an approved plan for achieving cost savings or increasing revenue. To increase bonding, networking and collaboration following the Katzenbach principles.

Leadership Development Program (LDP)
At the global level, Agility’s LDP program provides directors and senior managers with current, relevant training on strategy, leadership and change management. LDP participants work in teams on projects critical to the company’s transformation, including the improvement of operations productivity, sales effectiveness and the continued development of Agility GIL’s broader strategy. The program design matches stretch assignments with disciplined learning and a coaching environment. (Note this was paused in 2020 due to COVID-19 challenges).

Management Development Program (MDP)
At the regional level, the MDP enables senior managers and junior level executives with successful track records to get access to relevant learning and development to accelerate the ability of our people to
meet today’s and tomorrow’s challenges. Participants work with teammates from different cultures and backgrounds across the region and receive Board-level mentorship. (Note this was paused in 2020 due to COVID-19 challenges).

Branch Manager Excellence Program (BMX)
For our leaders on the front-lines, Agility’s BMX program aims to improve business results by increasing organizational capacity via improved management of human capital, fostering a culture of P&L ownership, improving employee morale with stronger leadership and improved HR skills, continually upgrading talent and skills of this critical organizational level, and strengthening the internal succession pipeline. (Note this was paused in 2020 due to COVID-19 challenges).

Management for Excellence (M4X)
Vision: To strengthen Team Leaders skills in managing self, people, operations, finance and commercial to ultimately improve branch performance, improve alignment and collaboration across the network.  (Note this was paused in 2020 due to COVID-19 challenges).

Many of our business units work in rapidly changing or challenging environments.  Equipping our people with up-to-date skills and knowledge is essential to enabling them to do their jobs effectively.

Prior to the GIL transaction we offered online training to all GIL employees with a catalog of more than 50,000 courses — including GIL-unique curricula as well as training in topics such as management, communication, HR, leadership, change, technology, certifications and others.  Following the GIL transaction, we are developing our new online on-demand training courses that will be accessible to all Agility companies and employees. These will cover universal topics, such as fair labor, alongside business-specific content.

Our Agility Leadership & Management and Agility Way of Management programs provide personal and career development for our employees.  The courses use team-based project work to enable change management and drive our strategic agenda.  In 2021, 120 employees participated in these development programs, of whom 22% were female.

Agility Sustainability Report FY21, page 20
b. Transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment. Omitted: information unavailable / incomplete.
# 404-3
Percentage of employees receiving regular performance and career development reviews
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Percentage of total employees by gender and by employee category who received a regular performance and career development review during the reporting period. ~80%
Employee performance is evaluated at the end of the calendar year through the performance management system set by the HR department.
Development needs for all employees are identified during the annual performance review exercise/ development planning exercise and prioritized as per the business needs for the respective year.
98% of employees received annual performance evaluations, including 2,208 female and 12,023 male employees.

Does not include GIL data. As of the end of FY20, approximately 80% of GIL employees had received an annual performance review.

GRI 405: Diversity and Equal Opportunity 2016+

# 405-1
Diversity of governance bodies and employees
Stakeholder Capitalism Theme: Dignity and equality
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Percentage of individuals within the organization’s governance bodies in each of the following diversity categories: Please see the 2020 Annual Report p. 31-34 for the latest tables and data sets on gender and age breakdown by region and function.
Reported: age, gender gender on governance bodiesGender on the Board
The Board of Directors consists of seven members with a majority of non-executive Directors and independent members. Agility’s Chairperson of the Board of directors is a woman, which is notable given that 85% of publicly-listed companies in the Arabian Gulf have no women on the board, and only 5% have any women on senior management teams.Gender of employees
Agility’s gender ratio is on par or better than competitors in the industry. In 2020, we created a gender dashboard that gives us data to have a targeted approach to improve gender inclusion. We introduced a range of voluntary measures that we hope to scale in coming years, including (1) requiring 20% of candidates interviewed for all positions to be women; (2) ensuring at least one woman interviewer for all interviews; (3) tracking the proportion of women in leadership development and training programs. In 2021, we plan to have a comprehensive view of gender programs and performance across our operations and set targets for improvement, where necessary.Diversity
Over 84% of our people work in the Middle East, Africa and Asia, and the vast majority of our leadership are from the countries that they manage. This emphasis on local leadership is part of Agility’s value, and a differentiator.Not Reported: race, religion, sexual orientation, nationality, disability
Due to the scale of our operations, and widely varying cultural norms, it is challenging to report on race, ethnicity, and religion, etc. As we have sought to improve diversity reporting, we have identified over 30 different potentially-minority categories that we would need to consider in the US and Canada alone.
i. Gender; 14% female; 86% male.

Does not include GIL data. See Agility’s Annual Report 2020 for GIL people data as of the end of FY20.

For GIL data: Annual Report 2020, page 151
ii. Age group: under 30 years old, 30-50 years old, over 50 years old; Under 30: 0%.

30-50: 42%.

50: 58%.

Does not include GIL data. See Agility’s Annual Report 2020 for GIL people data as of the end of FY20.

For GIL data: Annual Report 2020, page 151
iii. Other indicators of diversity where relevant (such as minority or vulnerable groups). Agility assesses diversity primarily on the basis of gender.
b. Percentage of employees per employee category in each of the following diversity categories:
i. Gender; 15% female; 85% male.

Does not include GIL data. See Agility’s Annual Report 2020 for GIL people data as of the end of FY20.

For GIL data: Annual Report 2020, page 151
ii. Age group: under 30 years old, 30-50 years old, over 50 years old; Under 30: 21%.

30-50: 68%.

50: 11%.

Does not include GIL data. See Agility’s Annual Report 2020 for GIL people data as of the end of FY20.

For GIL data: Annual Report 2020, page 151
iii. Other indicators of diversity where relevant (such as minority or vulnerable groups). Agility companies operate mostly in the Middle East and Africa and most employees are from these regions.
# 405-2
Ratio of basic salary and remuneration of women to men
Stakeholder Capitalism Theme: Dignity and equality
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Ratio of the basic salary and remuneration of women to men for each employee category, by significant locations of operation. A. Please see the 2020 Annual Report p. 51, 56-57 for the latest tables and data sets. Agility reports publicly on ratio of remuneration in the UK only today.
B. No policy on pay is published
C. Detailed processes are not published today
D, E: Board remuneration is not reported by gender today
F: Shareholder vote by gender is not reported today
Omitted: information unavailable / incomplete.
b. The definition used for ‘significant locations of operation’. Sites with >50 workers, including employees and contract or temporary workers.

GRI 406: Non-discrimination 2016+

# 406-1
Incidents of discrimination and corrective actions taken
Stakeholder Capitalism Theme: Dignity and equality
Stakeholder Capitalism Metrics: Expanded
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total number of incidents of discrimination during the reporting period. Agility is an equal opportunity employer and does not discriminate on the basis of race, color, religion, gender, age,
nationality, sexual preference, disability, or any other factors prohibited by applicable laws.
Agility is committed to providing a work environment that is free from all types of harassment, including verbal, physical, visual, psychological, and sexual harassment.Management Training on handling of reports
As part of Agility’s Fair Labor Training program, Management receives training on how to manage any discrimination-related reports, including reporting to Agility’s Ethics & Compliance team. All reports are investigated. All managers are trained on Agility’s Protection for Complainants policy, ensuring that no employee faces retaliatory action for reporting a grievance in good faith.Incidents of discrimination and corrective actions taken
Agility records, but does not publicly report, a breakdown of ethics grievances reported. When the Ethics team receives reports or conducts extensive investigations into a country, it works in partnership with the Fair Labor team to ensure that all management, HR and employee training is up-to-date, and there are the proper structures and responsible persons in place at the local level to ensure issues are reported and addressed.
Omitted: confidentiality constraints.
b. Status of the incidents and actions taken with reference to the following:
i. Incident reviewed by the organization; All reported incidents are reviewed and investigated.
ii. Remediation plans being implemented; Omitted: confidentiality constraints.
iii. Remediation plans that have been implemented, with results reviewed through routine internal management review processes; Omitted: confidentiality constraints.
iv. Incident no longer subject to action. Omitted: confidentiality constraints.

GRI 407: Freedom of Association and Collective Bargaining 2016+

# 407-1
Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk
Stakeholder Capitalism Theme: Dignity and equality
Stakeholder Capitalism Metrics: Expanded
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Operations and suppliers in which workers’ rights to exercise freedom of association or collective bargaining may be violated or at significant risk either in terms of: Agility takes an open attitude toward collective bargaining, where permitted by law, and will not hinder the development of means for independent and free association.
In many of Agility’s largest markets, unionization is against local law. For all markets where unionization is not allowed, Agility organizes regular meetings between management and employee representatives. In a number of countries, those representatives are elected by employees.
i. type of operation (such as manufacturing plant) and supplier; Omitted: information unavailable / incomplete. In some of Agility’s key markets, there are significant legal restrictions on collective bargaining.
ii. countries or geographic areas with operations and suppliers considered at risk. Omitted: information unavailable / incomplete. In some of Agility’s key markets, there are significant legal restrictions on collective bargaining.
b. Measures taken by the organization in the reporting period intended to support rights to exercise freedom of association and collective bargaining. As part of its fair labor approach and roll-out to subsidiaries in support of its 2025 sustainability goals, Agility aims to encourage regular interaction and engagement between management and employees across all of its subsidiary businesses.

GRI 408: Child Labor 2016+

# 408-1
Operations and suppliers at significant risk for incidents of child labor
Stakeholder Capitalism Theme: Dignity and equality
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Operations and suppliers considered to have significant risk for incidents of:
i. child labor; Agility has a zero tolerance policy for child labor. We adhere to the minimum age provisions in applicable laws and regulations where we conduct business. Young persons under the age of 18 should not be employed at night or in hazardous conditions.
All suppliers sign a Human Rights Declaration or Supplier Fair Labor Code – both of which require all suppliers to abide by our no-child labor policy. This is a requirement for 100% of labor suppliers in APAC and MEA.This is not a significant risk in our operations. Through the Agility Fair Labor program, we identify and manage risks related to child labor, among other human rights risks.
Agility has a zero tolerance policy for child labor.  The company adheres to the minimum age provisions in applicable laws and regulations where it conducts business. Agility website (Human Rights | Agility Sustainability and Human Rights Policy and Framework (Agility-Human-Rights-Policy-with-Slavery-Statement-03July2020)
ii. young workers exposed to hazardous work. Our policy is that young persons under the age of 18 should not be employed at night or in hazardous conditions. Agility website (Human Rights | Agility Sustainability and Human Rights Policy and Framework (Agility-Human-Rights-Policy-with-Slavery-Statement-03July2020)
b. Operations and suppliers considered to have significant risk for incidents of child labor either in terms of:
i. type of operation (such as manufacturing plant) and supplier; Regular assessments indicate that child labor is not a significant risk in our operations. Agility public website:

 Human Rights | Agility Sustainability

ii. countries or geographic areas with operations and suppliers considered at risk. Regular assessments indicate that child labor is not a significant risk in our operations. Agility uses US DOS and other sources to assess country-level human rights risks.  Please see the US DOS annual human rights report for more information: 2021 Country Reports on Human Rights Practices – United States Department of State
c. Measures taken by the organization in the reporting period intended to contribute to the effective abolition of child labor. Agility has a zero tolerance policy for child labor. The company adheres to the minimum age provisions in applicable laws and regulations where it conducts business; and the company also has a strong policy and program to safeguard against and prevent child labor. Agility website (Human Rights | Agility Sustainability and Human Rights Policy and Framework (Agility-Human-Rights-Policy-with-Slavery-Statement-03July2020)

GRI 409: Forced or Compulsory Labor 2016+

# 409-1
Operations and suppliers at significant risk for incidents of forced or compulsory labor
Stakeholder Capitalism Theme: Dignity and equality
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Operations and suppliers considered to have significant risk for incidents of forced or compulsory labor either in terms of: Agility public reports on the status of Fair Labor Program compliance on p. 29-30 of the 2020 Annual Report, including the latest year of a 3rd party social audit.

Operations and suppliers at significant risk for forced or compulsory labor:
Agility has a zero tolerance policy for forced labor enshrined in our Global Human Rights Policy, and conducts 3rd party social audits in all of our full-service emerging market operations at least every 3 years. Our most vulnerable worker population for forced labor are foreign migrant workers in the Middle East. Total headcount of foreign workers is ~ 4,000 spread across 5 markets, with Kuwait accounting for about 57% of the total. About 78% of the foreign worker population is hired directly by Agility, with the remaining subcontracted.

Managing Forced Labor Risk with Suppliers
All labor suppliers in emerging markets are required to sign the Supplier Fair Labor Code in order to work with us, which clarifies our zero-tolerance policy for forced labor, including no recruitment fees, no passport withholding, and freedom of movement, among other strict policies on fair labor practice.
To monitor supplier performance, we conduct random employee interviews in key markets in order to identify and cases of non-compliance with our Fair Labor program among these populations (both direct hire and subcontracted), including checking on the frequency and amount of wages received (especially whether overtime is paid promptly).
For foreign workers hired directly by Agility, there are few risks beyond recruitment fees paid in country of origin prior to joining Agility. We do work with labor agencies to ensure that Agility pays all recruitment fees (not the employee), and try to eliminate the practice.
For foreign workers hired by a 3rd party, Agility gets reliable information on supplier practices from (1) regular meetings between employees and management and (2) random employee interviews. These practices are integrated into HR operations. Through interviews, Agility has successfully identified and addressed supplier non-compliance in key markets including regularity of overtime payments and excessive work hours.
We continue to monitor these populations and collect information to identify and address non-compliance.

i. type of operation (such as manufacturing plant) and supplier; All emerging market operations are at higher risk.
ii. countries or geographic areas with operations and suppliers considered at risk. All emerging market operations are at higher risk.
b. Measures taken by the organization in the reporting period intended to contribute to the  elimination of all forms of forced or compulsory labor. Agility has a zero tolerance policy for forced labor enshrined in our Global Human Rights Policy.

We embed respect for human rights across our companies through our Fair Labor Program, which includes a systematic approach to training, implementation tools, performance measurement and reporting — supported by our Global Human Rights Policy and Modern Slavery Statement.

At the point of its sale to DSV in August 2021, GIL had reached the majority of our publicly reported fair labor goals. We are now resetting the same targets across all remaining group businesses, with the aim for all businesses to have undertaken human rights risk assessments by 2022, all  employees and management to have undertaken human rights training by 2023, and our largest emerging markets operations to have undertaken social audits based on internationally recognized standards by 2025.

Following the sale of GIL, we are reviewing our approach to supply chain management and engagement across our remaining controlled businesses. This work is currently at an early stage. We are rolling out our Supplier Code of Conduct and Fair Labor Code of Conduct to all Group companies and will begin updating relevant language in new supplier contracts across our businesses in 2022.

In 2022 and 2023, each of our businesses will work to gain a more transparent picture of their supply chains, alongside working with suppliers to progress environmental and social performance.  Human rights remain our priority, and we will work with labor providers to ensure they understand our fair labor and human rights requirements.

Agility Sustainability Report FY21, pages 18, 20

GRI 410: Security Practices 2016+

# 410-1
Security personnel trained in human rights policies or procedures
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Percentage of security personnel who have received formal training in the organization’s human rights policies or specific procedures and their application to security. The Agility Fair Labor Program embeds respect for human rights into our organization, ensuring that all employees know their rights and how to exercise them. This also includes security guards and other subcontracted workers in our operations.
We evaluate and monitor our major labor suppliers and contractors against our human rights policies.
Omitted: information unavailable / incomplete.
b. Whether training requirements also apply to third-party organizations providing security personnel. Omitted: information unavailable / incomplete.
2.1.1 calculate the percentage using the total number of security personnel, whether they are employees of the organization or employees of third-party organizations; Omitted: information unavailable / incomplete.
2.1.2 state whether employees of third-party organizations are also included in the calculation. Omitted: information unavailable / incomplete.

GRI 411: Rights of Indigenous Peoples 2016+

# 411-1
Incidents of violations involving rights of indigenous peoples
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total number of identified incidents of violations involving the rights of indigenous peoples during the reporting period. No incidents reported. This is included in our Global Human Rights Policy, but is not a significant risk for our business. Omitted: not material.
b. Status of the incidents and actions taken with reference to the following: Omitted: not material.
i. Incident reviewed by the organization; Omitted: not material.
ii. Remediation plans being implemented; Omitted: not material.
iii. Remediation plans that have been implemented, with results reviewed through routine internal management review processes; Omitted: not material.
iv. Incident no longer subject to action. Omitted: not material.

GRI 413: Local Communities 2016+

# 413-1
Operations with local community engagement, impact assessments, and development programs
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Percentage of operations with implemented local community engagement, impact assessments, and/or development programs, including the use of: Please see the 2020 Annual Report p. 15, 20, 44-49, 154, 156 for more information, latest data and case studies.

Agility partners extensively with global and local community and humanitarian organizations to achieve four community investment priorities in four areas:
(1) humanitarian logistics
(2) refugees
(3) education, entrepreneurship and employment
(4) employee-led community initiatives

Community Investments
In 2020, Agility conducted 56 community investment projects at the country level, impacting over 138 thousand people and educating at least 3,000 students.

COVID-19
Agility engaged with local NGOS, government partners and international organizations to support COVID-19 response across multiple markets in the Middle East and Africa. This includes pro bono transportation of medical supplies, pro bono warehousing of PPE and other critical materials, and working with UN Logistics Cluster to share critical operational information.

Humanitarian Logistics
Agility’s humanitarian and emergency logistics program (HELP) is one of the longest-standing programs in our company, designed to bring our core competence in logistics to bear where it is needed the most: humanitarian response. Agility is also a member of the Logistics Emergency Team (LET) is comprised of four of the largest global logistics and transport companies, and supports the United Nations World Food Programme-led Logistics Cluster. Through LET and its bilateral partnerships, Agility has responded to 80+ humanitarian crises, and supported preparedness projects in multiple countries since 2006. A complete list of 2020 projects is on p.156 of our 2020 Annual Report.

Agility works to create a positive difference across the communities in which we operate, through our program of partnership and investment.  We prioritize projects that advance youth education, employment, entrepreneurship and technology, with a focus on supporting refugees and improving gender equality.  We also continue to provide humanitarian partners with expertise and donated services during major natural disasters, and to support our employees to give their time and skills to causes close to their hearts.

In 2021, Agility compled more than 41 projects in 33 countries reaching more than 568,000 people.   Since 2014, Agility has completed 1,021 projects in 76 countries reaching more than 1 million people.  We are committed to supporting men and women equally through the initiatives we fund.  The reported community impact figures include GIL data for the period 1 January 2021 to 16 August 2021.

Agility Sustainability Report FY21, pages 21-23
i. social impact assessments, including gender impact assessments, based on participatory processes; Agility assesses local social and gender context as part of its community program and project approval process.   The company engages with local stakeholders, including employees, NGOs and government organizations, in this process.
ii. environmental impact assessments and ongoing monitoring; Agility companies operate in accordance with Agility’s global environment policy, which highlights compliance with local legislation, regulations and statutes.
iii. public disclosure of results of environmental and social impact assessments; Agility annually and transparently reports about its social and environmental impact.
iv. local community development programs based on local communities’ needs; Agility’s community program incorporates local stakeholder engagement to ensure any projects undertaken are based on local community needs.
v. stakeholder engagement plans based on stakeholder mapping; Stakeholders are mapped prior and during community program initiation to ensure the correct stakeholders are providing input to solve community challenges.
vi. broad based local community consultation committees and processes that include vulnerable groups; Based on community consultations, refugees and gender are two critically important issues addressed by the Agility community program.  Both of these issues impact vulnerable groups, including women, girls and refugees.  Agility is committed to supporting men and women equally through the initiatives we fund, including in the education and refugee partnerships supported.
vii. works councils, occupational health and safety committees and other worker representation bodies to deal with impacts; Omitted: information unavailable / incomplete.
viii. formal local community grievance processes. Any external stakeholder can contact Agility to raise concerns by using the online “contact us” feature on the Agility website.  Reports are managed on a time-bound basis with strict requirements for responding to complainants.
# 413-2
Operations with significant actual and potential negative impacts on local communities
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Operations with significant actual and potential negative impacts on local communities, including: Impact on local communities
Our primary impact on local communities is positive, due to our strategic focus on local hiring and training.
For examples, please see the case studies in the 2020 Annual Report p. 15, 20, 44-49Public transport
Agility operations are usually in industrial areas within cities. Each country makes its own transport arrangements with employees based on the availability of local transport links.
Omitted: information unavailable / incomplete.
i. the location of the operations; Omitted: information unavailable / incomplete.
ii. the significant actual and potential negative impacts of operations. Omitted: information unavailable / incomplete.

GRI 414: Supplier Social Assessment 2016+

# 414-1
New suppliers that were screened using social criteria
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Percentage of new suppliers that were screened using social criteria. 100% of new suppliers are using a questionnaire that includes questions on compliance with local labor law. Our Supplier Management System, Agility SmartView, automatically requires all suppliers to sign the Supplier Code of Conduct and all labor suppliers to sign the Supplier Fair Labor Code. The system has been implemented in United States, Canada, Mexico, Australia, Malaysia, New Zealand, Denmark, Finland, Germany, Hungary, Norway, Sweden, UK, Bahrain, Dubai, Kenya, Oman, Saudi Arabia, South Africa, and for the Life Sciences vertical (global). Omitted: information unavailable/incomplete.  2021 and 2022 are transition years for Agility’s supplier management program as it orients to the in-scope businesses following the sale of GIL.  A key metric that will be established, tracked and reported is suppliers signing the Agility Supplier Code of Conduct and the Labor Supplier Fair Labor Code.
# 414-2
Negative social impacts in the supply chain and actions taken
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Number of suppliers assessed for social impacts. Our greatest area of risk for negative social impact comes from Agility’s employment of foreign migrant workers in the Middle East. We ensure compliance through background checks of all suppliers and ongoing monitoring, including accommodation site visits and employee interviews to check for recruitment fees and passport withholding. In 2020, we began to roll-out supplier training to our largest labor suppliers in the Middle East, adapting the program materials we use internally for our Agility Fair Labor program. Omitted: information unavailable/incomplete.  See 414-1.
b. Number of suppliers identified as having significant actual and potential negative social impacts. Omitted: information unavailable/incomplete.  See 414-1.
c. Significant actual and potential negative social impacts identified in the supply chain. Omitted: information unavailable/incomplete.  See 414-1.
d. Percentage of suppliers identified as having significant actual and potential negative social impacts with which improvements were agreed upon as a result of assessment. Omitted: information unavailable/incomplete.  See 414-1.
e. Percentage of suppliers identified as having significant actual and potential negative social impacts with which relationships were terminated as a result of assessment, and why. Omitted: information unavailable/incomplete.  See 414-1.

GRI 415: Public Policy 2016+

# 415-1
Political contributions
Stakeholder Capitalism Theme: Ethical behaviour
Stakeholder Capitalism Metrics: Expanded
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total monetary value of financial and in-kind political contributions made directly and indirectly by the organization by country and recipient/beneficiary. Agility has made no political contributions Agility has made no political contributions.
b. If applicable, how the monetary value of in-kind contributions was estimated. Agility has made no political contributions.

GRI 416: Customer Health and Safety 2016+

# 416-1
Assessment of the health and safety impacts of product and service categories
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Percentage of significant product and service categories for which health and safety impacts are assessed for improvement. Omitted: information unavailable / incomplete.
# 416-2
Incidents of non-compliance concerning the health and safety impacts of products and services
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total number of incidents of non-compliance with regulations and/or voluntary codes concerning the health and safety impacts of products and services within the  reporting period, by: No reported incidents.
i. incidents of non-compliance with regulations resulting in a fine or penalty; No reported incidents.
ii. incidents of non-compliance with regulations resulting in a warning; No reported incidents.
iii. incidents of non-compliance with voluntary codes. No reported incidents.
b. If the organization has not identified any non-compliance with regulations and/or voluntary codes, a brief statement of this fact is sufficient. Agility has not identified any non-compliance with regulations and/or voluntary codes.

GRI 417: Marketing & Labeling 2016+

# 417-1
Requirements for product and service information and labeling
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Whether each of the following types of information is required by the organization’s procedures for product and service information and labeling: Agility does not label products or services, as there is no requirement to do so. However, Agility does report on the CO2 impact of shipments for approximately 25% of all shipments it moves. Omitted: not material.
i. The sourcing of components of the product or service; Omitted: not material.
ii. Content, particularly with regard to substances that might produce an environmental or social impact; Omitted: not material.
iii. Safe use of the product or service; Omitted: not material.
iv. Disposal of the product and environmental or social impacts; Omitted: not material.
v. Other (explain). Omitted: not material.
b. Percentage of significant product or service categories covered by and assessed for compliance with such procedures. Omitted: not material.
# 417-2
Incidents of non-compliance concerning product and service information and labeling
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total number of incidents of non-compliance with regulations and/or voluntary codes concerning product and service information and labeling, by: Not applicable Omitted: not material.
i. incidents of non-compliance with regulations resulting in a fine or penalty; Omitted: not material.
ii. incidents of non-compliance with regulations resulting in a warning; Omitted: not material.
iii. incidents of non-compliance with voluntary codes. Omitted: not material.
b. If the organization has not identified any non-compliance with regulations and/or voluntary codes, a brief statement of this fact is sufficient. Agility has not identified any non-compliance with regulations and/or voluntary codes.
# 417-3
Incidents of non-compliance concerning marketing communications
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total number of incidents of non-compliance with regulations and/or voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by: Not applicable Omitted: not material.
i. incidents of non-compliance with regulations resulting in a fine or penalty; Omitted: not material.
ii. incidents of non-compliance with regulations resulting in a warning; Omitted: not material.
iii. incidents of non-compliance with voluntary codes. Omitted: not material.
b. If the organization has not identified any non-compliance with regulations and/or voluntary codes, a brief statement of this fact is sufficient. Agility has not identified any non-compliance with regulations and/or voluntary codes.

GRI 418: Customer Privacy 2016+

# 418-1
Substantiated complaints concerning breaches of customer privacy and losses of customer data
Stakeholder Capitalism Metrics: Core
GRI Disclosure Requirements Agility’s Old Response (2021) Agility’s Response (FY 2021) Sources
a. Total number of substantiated complaints received concerning breaches of customer privacy, categorized by: There have been no substantial complaints concerning breaches of customer privacy or losses of customer data. There have been no substantial complaints concerning breaches of customer privacy or losses of customer data.
i. complaints received from outside parties and substantiated by the organization; There have been no substantial complaints concerning breaches of customer privacy or losses of customer data.
ii. complaints from regulatory bodies. There have been no substantial complaints concerning breaches of customer privacy or losses of customer data.
b. Total number of identified leaks, thefts, or losses of customer data.
c. If the organization has not identified any substantiated complaints, a brief statement of this fact is sufficient. No reported issues in this area. In addition, Agility is certified for ISO 27001 for Information Security, covering 100% of data centers globally. No reported issues in this area.

In addition, Agility holds global ISO 27001 certification for Information Security.