Since the formulation of our core values in the 1970s, we have aspired to grow sustainably, our aim being to safeguard the business and its long-term viability, while taking the interests of all stakeholders into account, and making our business increasingly relevant to all parties involved. Based on a dialogue with multiple stakeholders, we have developed a vision for the way we will approach sustainability going forward. This vision is captured in our 'sustainability framework'.
Since 2006, we have been reporting on a number of specific topics that are relevant to the HR services sector, selected from and based on indicators proposed by the Global Reporting Initiative (GRI) and the UN Global Compact.
In 2011, we established our sustainability framework, which sets the direction for our ambitions. It directly relates to our value proposition and therefore reflects our activities from the perspective of our clients, candidates, employees, shareholders, society and employment markets. It displays our vision and identifies the key drivers needed to make this vision come to life. This structure helps us drive Randstad's agenda and communicate our sustainability objectives, both internally and externally. It translates these into specific company-wide programs, now and in the future. It also supports our ambition towards an integrated reporting approach that provides insight into how we add value and how we report on that. For more information, please see our 'value proposition' section.
The framework also contains key performance indicators (KPIs). Several of these KPIs are already in place, while others are under development. New KPIs will be added, while others may be relinquished if they turn out to have become obsolete. Since 2011, we have made substantial progress in improving our sustainability reporting, which is reflected in the reported data in this section. At the same time, we have found that, for some KPIs, it is not or not yet feasible to report at an aggregate level. This may be due to differences in local legislation, work processes and definitions. Going forward, we are assessing alternatives or, in a few cases, we may replace KPIs.
2012 was the first full year for our operations to report on sustainability through the financial system, and on a quarterly basis. Our non-financial reporting is now well underway to be embedded in the planning and control cycle of the organization.
We have a Sustainability Officer at Group level, working within the Group marketing & communications department, whose managing director reports directly to the CEO.
Our larger operating companies have their own dedicated sustainability managers, and the majority of these have appointed a coordinator for sustainability reporting.
In addition to the Randstad annual report, several larger operating companies publish their own detailed sustainability reports to facilitate their local stakeholder dialogue. Randstad Belgium, Randstad Germany, Randstad Netherlands,