The Global Reporting Initiative (GRI) has pioneered the development of the world’s most widely used sustainability reporting framework, which sets out principles and indicators to measure and report economic, environmental, and social performance. Information in the table below cross-references our report content with the GRI indicators. Cisco shares GRI’s commitment to corporate transparency, accountability, reporting, and sustainability.
GOVERNANCE
| No. |
Question/Indicator |
Coverage |
Heading Found in Report at: |
| 4.1 | Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight. | Yes | |
| 4.2 | Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization’s management and the reasons for this arrangement). | Yes | |
| 4.3 | For organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members. | Yes | |
| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. | Yes | |
| 4.5 | Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization’s performance (including social and environmental performance). | | |
| 4.6 | Processes in place for the highest governance body to ensure conflicts of interest are avoided. | Yes | |
| 4.7 | Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics. | Yes | |
| 4.8 | Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. | Yes | |
| 4.9 | Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles. | Yes | |
| 4.10 | Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance. | Yes | |
| 4.11 | Explanation of whether and how the precautionary approach or principle is addressed by the organization. | | |
| 4.12 | Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. | Yes | |
| 4.13 | Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: Has positions in governance bodies; Participates in projects or committees; Provides substantive funding beyond routine membership dues; or Views membership as strategic | Yes | |
| 4.14 | List of stakeholder groups engaged by the organization. | Yes | |
| 4.15 | Basis for identification and selection of stakeholders with whom to engage. | Yes | |
| 4.16 | Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group. | Yes | |
| 4.17 | Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting | Yes | |
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