Global Reporting
Initiative Index
GRI Code | Description | Disclosures |
GRI 2: General Disclosures | ||
2-1 | Organizational details | Alimentation Couche-Tard Inc. ("Couche-Tard" or "ATD" on the Toronto Stock Exchange) operates |
in 31 countries territories. | ||
Our Global Corporate Office is located at 4204, boul Industriel, Laval Quebec, Canada, H7L 0E3. | ||
ACT is comprised of four kinds of sites: | ||
• Company operated: We control the real estate through ownership or lease agreement and operate | ||
the site. Some sites are operated by an agent we commission. | ||
• Company owned, dealer operated: We control the real estate through ownership or lease | ||
agreement. An independent operator pays us rent and operates the site. We may supply road | ||
transportation fuel through supply contracts. Some sites are subject to a franchise, licensing or | ||
other similar agreement under one of our banners. | ||
• Dealer Owned, dealer operated: The site is controlled and operated by an independent operator. | ||
We supply road transportation fuel through supply contracts. Some sites are subject to a franchise | ||
agreement, licensing or other similar agreement under one of our banners. | ||
• Franchise and other Affiliates - Sites operated by an independent operator through a franchising, | ||
licensing or similar agreement under one of our banners. For additional information refer to our | ||
2024 Annual Information form. | ||
2-2 | Entities included | Please refer to pages 3, 39 and 52 in our 2024 Sustainability Report. |
in the organization's | ||
sustainability reporting | ||
2-3 | Reporting period, | Our Sustainability Report is published annually, and reported data covers our latest fiscal year - |
frequency and contact | May 1st, 2023 to April 28th, 2024 (referred to as 2024). Date of most recent report June 26th, 2024. | |
point | Please refer to our websitefor questions about this Sustainability Report or reported information. | |
2-5 | External assurance | The data provided in this report has not been third party verified. We will be considering third party |
assurance in future years in order to continuously strengthen our approach. For our fifth report, we | ||
have aligned with industry practices to comprehensively disclose both qualitative and quantitative | ||
data. | ||
2-6 | Activities, value chain | We are a leading destination in the convenience and mobility sectors globally. Our brands include: |
and other business | • Couche-Tard: Our flagship brand in the province of Québec, Canada, where it all started for our | |
relationships | ||
company more than 40 years ago. Couche-Tard delivers the convenience products our customers |
are looking for, in addition to fuel and car wash services, in approximately 650 locations.
• Circle K: Our global brand since 2015. First established in Texas in 1951, Circle K was acquired by Alimentation Couche-Tard in 2003 and is now present in more than 24 countries and territories.
• Ingo: Ingo is in a network in Sweden and Denmark of more than 440 automated fuel sites. Our products and services include:
- Road Transportation Fuel Operations: We sell road transportation fuel at our stores under our corporate brand or the brand of our partners. We have been increasing our offering of renewable fuels and electric charging stations as we move toward a cleaner future.
- Merchandise and Service Operations: We offer traditional convenience store items, including fresh food and foodservice, coffee, dispensed beverages, and car wash services. Our customers can rely on our experience as a responsible retailer of age-restricted products such as lottery tickets, tobacco products, and alcoholic beverages.
- Other Non-Retail Business: We sell bulk fuel to a wide range of industrial, commercial, and independent business owners.
We serve the markets in which we operate, as referenced in GRI 2-1, and provide services in over 16,700 locations globally and serve over 9 million customers daily.
• Total sites: 10,445 | ||
• Total Canada sites: 1,774 | ||
• Total U.S. sites: 5,831 | ||
• Total Europe and other regions sites: 2,840 | ||
2-7 | Employees | • Total employees: 97,289 |
• Total full-time employees: 59,528 | ||
• Part-time employees: 37,761 | ||
• Total number of employees (U.S.): 67,740 | ||
• Total employees (Canada): 10,728 | ||
• Total employees (Europe and other regions): 18,821 |
For a breakdown of employees by gender please see data outlined in GRI 405.
1
GRI Code | Description | Disclosures |
2-9 | Governance structure | Our sustainability work is headed by our Board of Directors, which oversees targets, |
and composition | programs, risks, performance, and reporting. For additional insight please refer to page 41 | |
in our2024 Sustainability Reportas well as ourLeadership & Governance webpage. | ||
• Board gender diversity (percentage of women): 37.5% | ||
• Board gender diversity independent directors (percentage of women that are also independent | ||
directors): 44.4% | ||
• Board independence (percentage of directors that are independent): 56.3% | ||
• Board tenure (number): 11.3 | ||
2-10 | Nomination and | Our Board of Directors has 16 members. The Board has two standing committees: the Audit |
selection of the highest | Committee and the Human Resources and Corporate Governance (HR&CG&) Committee. Both | |
governance body | committees are made up entirely of independent directors. Directors are elected at our annual | |
general meeting of shareholders and serve until the next year's annual meeting of shareholders or | ||
until a successor is elected or appointed. | ||
In view of the Corporation's objectives and strategic activities, it is important that the Board has | ||
strong experience with environmental and corporate social responsibility issues and an understanding | ||
of human resources related matters of large international companies. With respect to diversity, the | ||
objective pursued by the Board is to have a variation of age, gender, expertise, social background, | ||
ethnicity and nationality. | ||
For additional insight refer to page 26 of our 2024 Annual Information Formand page 88 | ||
of our2023 Management Proxy Circular. | ||
2-11 | Chair of the highest | Alain Bouchard is the founder and serves as the Executive Chairman of the Board, he holds no other |
governance body | positions within the organization. | |
2-12 | External initiatives | ACT have incorporated the United Nation's Sustainable Development Goals within our Sustainability |
Framework pillars of Planet, People and Prosperity and global sustainability priorities. | ||
2-13 | Delegation of | Our Board of Directors oversees the planning, progress, and achievement of the company's strategic |
responsibility for | climate objectives, and meets quarterly to discuss and monitor progress. As currently structured, | |
managing impacts | ACT's Board has the ultimate responsibility for the oversight of sustainability-related issues, including | |
climate change. Specifically, it is responsible for overseeing all risks material to the business and | ||
ensuring that effective mitigation strategies are in place. The Board also approves the company's | ||
climate-related goals, commitments, policies, management systems, and external disclosures. | ||
More specifically, our climate-related goals are developed by the Executive Leadership Team and | ||
approved by the Board of Directors. Although each target is championed by an Executive Sponsor, | ||
our business units play an integral role in implementing the changes we wish to see. Through | ||
our decentralized model, our business units are empowered and able to seize additional relevant | ||
opportunities and pursue actions as they see fit (expansion of renewable fuel offers, purchase of | ||
renewable electricity, installation of energy management systems, procurement of specific lighting, | ||
etc.). | ||
Our Human Resources and Corporate Governance Committee ("HR&CG"), composed of Board | ||
members, helps the Board fulfill its responsibilities related to the company's sustainability strategy | ||
and climate-related issues. More specifically, the charter of the HR&CG states that this committee | ||
assumes duties and responsibilities related to Environmental, Social and Corporate Governance, | ||
including policies, goals, and targets on climate risks and opportunities. | ||
As part of this mandate, the HR&CG reviews and advises the Board on key items for approval, | ||
including ACT's climate-related commitments and sustainability report. The HR&CG also informs the | ||
Board of ACT's progress on any externally facing sustainability-related commitments and/or targets, | ||
including those related to climate change. The HR&CG also meets quarterly to review Executive | ||
Sponsors progress on our climate-related goals and proposals, and updates to our strategy. | ||
For additional insight regarding the oversight and management of sustainability at Couche-Tard refer | ||
to pages 40-42in our 2024Sustainability Report. | ||
2-14 | Role of the highest | Our sustainability work is headed by our Board of Directors, which oversees targets, programs, risks, |
governance body in | performance and reporting. | |
sustainability reporting | For additional insight regarding the process for reviewing and approving Couche-Tard's sustainability | |
information refer to pages 32, 41-42 in our 2024 Sustainability Report. | ||
2-15 | Conflicts of interest | In accordance with applicable law, each Director is required to disclose to the Board any potential |
conflict of interest he or she may have in a matter before the Board or a committee thereof at the | ||
beginning of the Board or committee meeting. A Director who is in a potential conflict of interest | ||
must not attend any part of the meeting during which the matter is discussed or participate in a vote | ||
on such matter. | ||
For additional insight refer to page 38 in our 2023 Management Proxy Circular. | ||
2-16 | Collective knowledge of | Both ACT management and the Board are involved in identifying and prioritizing risks through the |
the highest governance | Enterprise Risk Management (ERM) process, which includes identification of sustainability risks. | |
body | For additional insight refer to page 44 in our 2024 Sustainability Report. | |
2
GRI Code | Description | Disclosures |
2-17 | Governance structure | The HR&CG Committee is responsible for orientation and ongoing education of Directors. Our |
continuing education program for Directors is structured to broaden their knowledge of the | ||
Corporation and the industry and keep them up to date on company initiatives. Methods of | ||
education include: newsfeeds, ongoing presentations, annual strategic meeting, committee specific | ||
presentation, annual in-depth session and other seminars and programs. In 2024, members of the | ||
Board participated in the following sustainability-related presentations and events: | ||
• Presentation on IT cyber security and risk | ||
• Presentation on fuel market and trends | ||
For additional insight refer to pages 41-42 of our 2023 Management Proxy Circular. | ||
2-18 | Evaluation of the | The HR&CG Committee is responsible for orientation and ongoing education of Directors. Our |
performance of the | continuing education program for Directors is structured to broaden their knowledge of the | |
highest governance | Corporation and the industry and keep them up to date on company initiatives. Methods of | |
body | education include: newsfeeds, ongoing presentations, annual strategic meeting, committee specific | |
presentation, annual in-depth session and other seminars and programs. In 2024, members of the | ||
Board participated in the following sustainability-related presentations and events: | ||
• Presentation on IT cyber security and risk | ||
• Presentation on fuel market and trends | ||
For additional insight refer to page 41-42 of our 2023 Management Proxy Circular. | ||
2-19 | Remuneration policies | The executive compensation program includes base pay and variable pay, comprised of a Short- |
Term Incentive program (STIP) and Long-term Incentive Program (LTIP). A significant portion of our | ||
executive team's STIP compensation is linked to the achievement of our business goals and priorities | ||
(performance), including sustainability. | ||
For additional insight refer to page 51 in our 2024 Sustainability Report. | ||
2-20 | Process to determine | The Board has given the HR&CG Committee the mandate to, among other things, review and |
remuneration | recommend senior executive compensation components and policies, to ensure that they are | |
consistent with best practices while also considering new compensation trends. The process for | ||
determining remuneration involves 5 steps, including: | ||
• Review compensation program | ||
• Set performance targets and objectives | ||
• Conduct an ongoing review of the market and performance | ||
• Assess corporate and individual performance | ||
• Awarded compensation | ||
The HR&CG Committee has retained Willis Towers Watson since 2012 as an independent | ||
compensation consultant. Willis Towers Watson advises the HRCG Committee on the competitiveness | ||
of our executive compensation program and reviews the compensation components and incentive | ||
plan design and metrics to make sure they continue to be appropriate. The external consultant | ||
conducts this review every two years and completed its last review in 2022. Their review addressed | ||
base salary, short-term incentives and long-term-incentives, and the results were used to assess any | ||
potential gap between the market median and internal compensation levels. | ||
For additional insight please refer to page 68-69 of our 2023 Management Proxy Circular. | ||
2-22 | Statement on | A letter from Alain Bouchard, Founder and Executive Chairman of the Board and Brian Hannasch, |
sustainable | President and Chief Executive Officer are included in our 2024 Sustainability Report (pages 4-5). | |
development strategy | ||
2-23 | Policy commitments | ACT's core values include: |
• One Team: We work together to make it easier for our customers and colleagues. We stay humble | ||
and celebrate shared successes. We have fun and care for each other. | ||
• Do the Right Thing: We act with honesty & integrity. We are inclusive: we treat each other, our | ||
customers, and our suppliers with respect. We strive towards a cleaner, safer, equitable workplace | ||
and planet. | ||
• Take Ownership: We treat the business as our own. We seek out problems, act quickly to solve | ||
them, and deliver better results. We take responsibility, and when we make mistakes, we learn from | ||
them. | ||
• Play to Win: We challenge ourselves to play offense, not defense, which means we need to be quick | ||
and innovative. We show up every day ready and committed to make an impact using our talents | ||
and hard work. |
Although many of our customers still depend on fossil fuels, we are committed to enabling a low- carbon future by expanding our offering of renewable fuels and electric vehicle charging, while reducing our own emissions and resource use. We're also improving our food and beverage choices to support a more sustainable food chain. We engage with suppliers through a due diligence process to understand and assess supplier programs.
All our team members have been asked to engage with these values and share them with our customers and communities. It is important that they are more than just words: they are values that we live by and values that inform all our actions and business decisions as we strive to fulfill our mission of making our customers' lives a little easier every day.
For more information regarding our policies for responsible business conduct, please refer to disclosure 2-26.
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GRI Code | Description | Disclosures |
2-26 | Mechanisms for seeking | ACT has both a Whistleblower Policy and our Corporation's Ethics Code of Conduct. |
advice and raising | Adopted by our Board of Directors, the purpose of the Whistleblower Policy and Procedures is to | |
concerns | ensure that all directors, officers and employees have the means to report complaints or concerns | |
regarding material financial matters, compliance with legal and regulatory requirements and | ||
violations of the Corporation's Ethics Code of Conduct, while at the same time providing protection | ||
against retaliation for reports made in good faith. | ||
Whistleblower Policy: The procedures set forth in the Whistleblower Policy set forth how and | ||
where to submit a complaint or concern, who deals with a complaint and how that complaint will be | ||
handled, processed and documented. The Policy also describes the standards and principles that will | ||
govern the processing of all complaints and concerns whether they are received from people within | ||
the Company or external parties. | ||
Code of Conduct: Our Human Resources and Corporate Governance Committee is responsible for | ||
monitoring compliance with our Ethics Code of Conduct. All management level and above employees | ||
undergo an annual certification process, and all new employees are required to read and sign the | ||
Ethics Code of Conduct as part of their onboarding process. | ||
ACT also has a Hotline for the purposes of reporting unethical or inappropriate behaviour that could | ||
harm our people or our business. Reports can be made anonymously by contacting our ACT Hotline | ||
using a local toll-free number or via the web. | ||
For additional information, please see our Ethics and Compliance page. | ||
2-28 | Membership | ACT is a member of the National Association of Convenience Stores (NACS), which provides key |
associations | industry research, identifies issues facing convenience retailers, and helps convenience retail industry | |
operators grow their businesses and respond to changing markets. |
2-29 | Approach to |
stakeholder | |
engagement |
ACT engages the following stakeholder groups: customers, employees, suppliers, NGOs, communities & governments, investors.
For additional insight refer to page 33 of our 2024 Sustainability Reportwhich outlines the methods by which we engage with stakeholders.
GRI 3: Material Topics
3-2 | List of material topics | ACT's materiality matrix identifies the following 5 material topics as being most important: fuel, |
energy, diversity & inclusion, packaging & waste, workplace safety. For the full list of topics, please | ||
refer to page 34 in our2024 Sustainability Report. |
In 2024, the Executive Leadership reviewed the matrix and based on that discussion, "Community Engagement" increased significantly in our relevance to our company, "Data and Cybersecurity" continues to increase in importance, while "Responsible Marketing" remains important and at medium relevance for Couche-Tard.
GRI 201: Economic Performance
201-1 | Direct economic | • Revenues (in M$ U.S.): 69,264 |
value generated and | • Operating expenses (in M$ U.S.): 8,288 | |
distributed | ||
201-2 | Financial implications | As part of our journey this year, we have revised our goals to align them with a clear ambition to |
and other risks and | reduce our own emissions as well as to support our customers in moving toward a lower carbon | |
opportunities due to | emissions environment. | |
climate change | We decided to move our reporting toward the disclosure standards set by the International | |
Accounting Standards Board (IASB), and more specifically, IFRS S2. Every year, we continue to | ||
enhance our disclosures and strengthen our business strategy. In this year's report, we now include | ||
material sources of Scope 1 and 2 emissions, as well as our most material sources of Scope 3 | ||
emissions. | ||
We also continue to build on our qualitative climate scenario analysis process along with steps to | ||
enhance our understanding of and response to identified climate-related risks, and we have taken | ||
steps toward a more detailed quantitative assessment of our transition risks and opportunities. This | ||
exercise continues to provide us with insights and a robust foundation from which we can address | ||
climate-related risks and opportunities across our operations while supporting the transition to a | ||
lower carbon economy. For details of this analysis refer to pages 40-51 in our 2024 Sustainability | ||
Report. | ||
GRI 302: Energy | ||
302-1 | Energy consumption | • Total energy consumed within the organization (MWh): 2,701,245 |
within the organization | • Direct energy (f) MWh: 510,719 | |
• Indirect energy (h) MWh: 2,190,526 | ||
Please see page 53 in our 2024 Sustainability Reportfor footnotes. | ||
302-3 | Energy intensity | • Energy intensity by site (MWh per site): 234 |
• Energy reduction performance by site as a percentage (%): (0.5%) | ||
4
GRI Code | Description | Disclosures |
GRI 303: Water and Effluents | ||
303-1 | Interactions with water | We continue to take steps towards saving water at all our car wash sites and to monitor |
as a shared resource | developments in relevant regulations. In North America, in 2024, we installed new Water Recycling | |
(Water Reclaim) units at 29 new-to-industry locations. We also recently installed RO Reject Recovery | ||
water systems at over 40 locations and are using that water on specific wash cycles in Reload | ||
installations. This combined work will lead to an estimated savings of 217.3 million litres of water per | ||
year. | ||
In Europe, we installed completely new or upgraded Water Reclaim systems at 24 locations. In Ireland, | ||
all new-to-industry car washes include water recycling systems, recycling up to 80% of washing water | ||
used, bringing the number of stations with such systems from 20 to 23 (up from 18% to 20% of the | ||
network). | ||
For additional details refer to page 17 of our 2024 Sustainability Report. | ||
303-3 | Water withdrawal | • Water withdrawn (megalitres): 11,273 |
• Water intensity by site (megalitres): 1.7 | ||
• Water reduction performance by site (%): 4.7% |
For additional details refer to pages 52-53 of our 2024 Sustainability Report.
GRI 305: Emissions
305-1 | Direct (Scope 1) | In 2024, our direct (Scope 1) GHG emissions equal 173,458 metric tons of CO2 equivalent. |
GHG emissions | For additional details, please refer to page 49-51 and 52-53 of our 2024 Sustainability Report. | |
305-2 | Energy indirect | In 2024, our indirect (Scope 2) GHG emissions equal 674,834 metric tons of CO2 equivalent. |
(Scope 2) | For additional details, please refer to page 49-51 and 52-53 of our 2024 Sustainability Report. | |
GHG emissions | ||
305-3 | Other indirect | Change to: During 2023, we completed a screening-level assessment to better understand our |
(Scope 3) | relevant Scope 3 emission categories, in line with the GHG Protocol Corporate Value Chain (Scope | |
GHG emissions | 3) Standard. Results from this screening exercise revealed that, in total, upstream emissions from | |
purchased goods and services (more specifically fuel and merchandise) and downstream emissions | ||
from the use of sold products (fuel), were identified as material categories and disclosed in this report | ||
for 2024. |
Therefore, this report includes Scope 3 emissions for:
- Category 1: Purchased goods and services (fuel and merchandise only)
- Category 11: Use of sold products (fuel only)
- In 2024, those emissions were 152,705,786 metric tonnes (t) CO2e.
2024 Sustainability Report(page 49-51)
305-4 | GHG emissions intensity | • GHG emission intensity by site: 70.4 tCO2e |
• GHG reduction performance by site (%): 2.7% | ||
305-5 | Reduction of GHG | For an overview of our energy reduction measures refer to page 18 in our 2024 Sustainability Report. |
emissions | ||
GRI 403: Occupational Health and Safety | ||
403-1 | Occupational health | Our Global HSE Strategy focuses around a common goal: Keeping people safe. We are continuously |
and safety management | improving our programs, procedures, training, and facilities to ensure a safe and healthy working | |
system | environment. Globally, we are governed by the presiding bodies in each country where we operate, | |
such as OSHA in the United States, CCOHS in Canada, and others. | ||
403-2 | Hazard identification, | In efforts to ensure a safe work environment, our Global HSE Strategy includes data collection from |
risk assessment, and | all company-owned stores into a central case system on three broad categories: Injuries, crime, and | |
incident investigation | property damage. | |
For injury tracking, we use lagging indicators of incident classification to focus our efforts on the | ||
most prevalent risks. In North America, in FY23 we developed a standardized root cause investigative | ||
program to be performed after incidents which cause employee injury. This was in the early stages | ||
of adoption at the close of the year. In Europe, we implemented a common framework focusing on | ||
a safe working environment, called a WEAT audit. Compliance is followed up through audits and a | ||
percentage score. | ||
In taking steps to protect team members from harassment and assault, we deploy country specific | ||
programs based on identified needs. For example, through a survey, our Norwegian diversity and | ||
inclusion team detected higher than anticipated and indicated in HSE reporting aggressions towards | ||
our team members. To address this, a harassment combat framework was created by our European | ||
HSE teams. As part of this program, a simplified QR-based reporting mechanism was introduced, | ||
making it easier to report this type of unacceptable behaviour, and giving us better visibility into a | ||
previously untracked issue. The QR code solution will also be evaluated for other HSE uses. | ||
403-3 | Occupational health | We know that when team members are healthy, they are ready to provide the best possible |
services | customer experience. Keeping in mind the differences between social benefits generally provided | |
in Europe vs North America, we strive to provide needed services to our team members. We also | ||
offer an employee assistance program, an on-demandphone-based hotline service which provides | ||
crisis counseling, as well as other directive services for financial or legal help, daycare sourcing, and | ||
others. Lastly, there are multiple levels of health insurance available for employees and their families, | ||
including the use of HSA or FSA funds. | ||
5
GRI Code | Description | Disclosures |
403-4 | Worker participation, | In North America, we created Health, Safety and Environment (HSE) networks that focus on |
consultation, and | communication between and among business units which closely resemble established processes | |
communication on | in Europe. In this network, team members at multiple levels of operations are empowered to | |
occupational health and | elevate safety-related concerns in addition to the standard case management process, as well | |
safety | as communicate best practices for safe work. Each North American business unit has a Region | |
Operations Director, several market managers, and a team member in each sore, all committed to | ||
communicating with each other about safe working practices and existing risks. | ||
403-5 | Worker training on | All new employees receive training approximately 5 hours of safety training at the time of hire, |
occupational health and | depending on local requirements. Topics include general safety, ladder safety, lifting safety, and food | |
safety | safety. Approximately 3 hours of this is considered gamified training: 2 hours max for Safety Star | |
and 1 hour max for Food Safety Hero. In addition to centralized training on age restricted sales, each | ||
Business Unit maintains locally applicable training around the sale of age restricted products. | ||
403-6 | Promotion of worker | We offer an employee assistance program, an on-demandphone-based hotline service which |
health | provides crisis counseling, as well as other directive services for financial or legal help, daycare | |
sourcing, and others. Lastly, there are multiple levels of health insurance available for employees and | ||
their families, including the use of HSA or FSA funds. | ||
403-7 | Prevention and | We engage with suppliers through a due diligence process to understand and assess supplier |
mitigation of | programs. We look at business integrity, quality, health and safety, labour conditions, human rights, | |
occupational health and | environmental issues, and ethical practices, among other topics. In the U.S. and Canada, we have | |
safety impacts directly | clauses on environmental issues, safety, security, and ethics. In Europe, suppliers are required to | |
linked by business | complete our supplier declaration to attest their commitment of compliance to our requirements, | |
relationships | which includes our environmental, social, and governance expectations. | |
403-9 | Work-related injuries | • Fatalities (number): 3 |
• High consequence work-related injuries (number): 44 | ||
• Rate of high consequence work-related injuries (rate): 0.064 | ||
• Recordable work-related injuries (number): 1,698 | ||
• Rate of recordable work-related injuries (rate): 2.5 |
GRI 404: Training and Education
404-2 | Programs for upgrading | Developing our people is always a top priority for us. We strive to create a culture that fosters the |
employee skills and | growth of our team members and provides a warm and safe environment for them to flourish. We | |
transition assistance | continuously work to improve our onboarding and training programs globally, with our values at the | |
programs | forefront of everything we do. |
To date, 4,295 store managers have completed the Store Manager
Leadership Development program, a testament to their individual growth and our commitment to their professional development. This program includes six in-person and six on-the-job experiences, and is updated regularly. With the in-person component largely concluded, the program is available through virtual delivery allowing new managers or those who need to make up classes to attend without strain on the business units.
Following the previous year's successful launch of Circle K Safety Star, we have integrated this training into the onboarding program for store employees. This interactive mobile app-based training provides game play opportunities for store team members to learn more about workplace injuries, as well as why we care that they work in a safe manner and the consequences of poor safety practices. This past year, over 24,000 team members played the game 436,000 times.
For an overview of our employee programs and initiatives, please refer to page 29 in our 2024 Sustainability Report.
GRI 405: Diversity and equal opportunity
405-1 | Diversity of governance | • Total females (number): 55,077 | |
bodies and employees | • Total U.S. females (number): 39,210 | ||
• | Total Canada females (number): 4,909 | ||
• | Total Europe and other regions females (number): 10,958 |
• Female (as %) of total employees: 56.6%%
• Female (as %) of executive leadership: 31.6%
• Female (as %) of total senior management: 23.9%
• Female (as %) of management: 62.0%
• Percentage (%) of non-management: 55.9%
• Ethnic minority background % employees U.S.: 40.9%
• Ethnic minority background % management employees U.S.: 29.7%
• Ethnic minority background % non-management employees U.S.: 42.4%
GRI 413: Local Communities
413-1 Operations with 100% of our business units have a local community engagement program. local community
engagement, impact assessments, and development programs
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GRI Code | Description | Disclosures |
GRI 414: Supplier Social Assessment | ||
414-1 | New suppliers that were | We engage with suppliers through a due diligence process to understand and assess supplier |
screened using social | programs. We look at business integrity, quality, health and safety, staffing conditions, human rights, | |
criteria | environmental issues, and ethical practices, among other topics. |
For additional insight refer to page 36 in our 2024 Sustainability Report.
GRI 416: Customer Health and Safety
416-1 | Assessment of the |
health and safety | |
impacts of product and | |
service categories |
Data unavailable at time of reporting - Our foodservice suppliers and private brand production facilities adhere to food safety standards and procedures that align with Global Food Safety Initiative standards. Unannounced food safety audits are conducted to ensure and validate on-site food safety, and non-compliance matters are addressed by working closely with our stores and following up on corrective actions.
GRI 417: Marketing and labeling
417-1 | Requirements for | Our foodservice suppliers and private brand production facilities adhere to food safety standards and |
product and service | procedures that align with Global Food Safety Initiative standards. We have also started a food safety | |
information and | digitization journey to provide accurate and up to date food information to stores and customers, | |
labeling | securing compliance and efficiencies for in store information and labelling, in addition to automatic | |
temperature measurements. |
For additional insight refer to page 30 in our 2024 Sustainability Report.
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Alimentation Couche-Tard Inc. published this content on 04 July 2024 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 04 July 2024 21:05:05 UTC.